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11/25/2013
Agenda
Service Delivery Model Availability Management Capacity Management IT Continuity Management
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Service Delivery
Service Level Management The process of defining, agreeing, documenting and managing the levels of customer IT service, that are required and cost justified. Capacity Management Capacity Management is responsible for ensuring that the Capacity of the IT Infrastructure matches the evolving demands of the business in the most cost-effective and timely manner IT Service Continuity Management The goal for ITSCM is to support the overall Business Continuity Management process by ensuring that the required IT technical and services facilities (computer systems, networks, applications) can be recovered within required, and agreed, business timescales Availability Management to optimise the capability of the IT Infrastructure, services and supporting organisation to deliver a cost effective and sustained level of Availability that enables the business to satisfy its business objectives Cost Management (Finantial Management for IT services) All the procedures, tasks and deliverables that are needed to fulfil an organisation's costing and charging requirements.
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Agenda
Service Delivery Model Availability Management Capacity Management IT Continuity Management
Capacity Management is responsible for ensuring that the Capacity of the IT Infrastructure matches the evolving demands of the business in the most cost-effective and timely manner.
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Availability Introduction
Objective ensure IT Services are designed to deliver the levels of Availability required by the business provide a range of IT Availability reporting to ensure that agreed levels of Availability, reliability and maintainability are measured and monitored on an ongoing basis optimise the Availability of the IT Infrastructure to deliver cost effective improvements that deliver tangible benefits achieve over a period of time a reduction in the frequency and duration of Incidents that impact IT Availability ensure shortfalls in IT Availability are recognised and appropriate corrective actions are identified and progressed create and maintain a forward looking Availability Plan Scope Availability Management is concerned with the design, implementation, measurement and management of IT Infrastructure Availability to ensure the stated business requirements for Availability are consistently met
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Guiding principles
Guiding Principle #1 - 'Availability is at the core of business and User satisfaction'
Guiding Principle #2 - 'Recognising that when things go wrong, it is still possible to achieve business and User satisfaction'
Guiding Principle #3 - 'Improving Availability can only begin after understanding how the IT Services support the business'
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Reliability
The reliability of an IT Service can be qualitatively stated as freedom from operational failure.
Maintainability
Maintainability relates to the ability of an IT Infrastructure component to be retained in, or restored to, an operational state
Security
The Confidentiality, Integrity and Availability of the data associated with a service; an aspect of overall Availability
Serviceability
Serviceability describes the contractual arrangements made with Third Party IT service providers. This is to assure the Availability, reliability and maintainability of IT Services and components under their care
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Benefits
a single point of accountability for Availability (process owner) IT Services are designed to meet the IT Availability requirements determined from the business the levels of IT Availability provided are cost justified the levels of Availability required are agreed, measured and monitored to fully support Service Level Management shortfalls in the provision of the required levels of Availability are recognised and appropriate corrective actions identified and implemented the frequency and duration of IT Service failures is reduced over time
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Possible problems
to not justify the costs of appointing a Availability manager (responsibility of all senior managers) difficulty understanding how Availability Management can make a difference particularly where the existing disciplines are already deployed (Incident, Problem and Change) the current levels of Availability as good so see no compelling reason for the creation of a new role within the organisation fail to delegate the appropriate authority and empowerment to influence all areas of the IT support organisation.
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New IT service provides indication of the costs (/ Availability requirement) where costs are seen as too high, enables alternative options with their associated costs and consequences to be presented to the business higher levels of Availability can be achieved when Availability is designed in, rather than added on avoids the costs and delays of late design Changes to meet the required levels of Availability ensures the IT Infrastructure design will deliver the required levels of Availability.
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Availability Management
actual available time --------------------------------------- x 100% agreed time
%availability =
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Downtime
Uptime
reaction Time
diagnose Time
repair Time
Incident Recovery
Incident
Detection Time
Repair time
Time
Mean Time To Repair (MTTR) : average downtime Mean Time Between Failures (MTBF) : average elapsed time between failures Mean Time Between System Incidents (MTBSI) : the average elapsed time from the occurrence of an Incident to resolution of the Incident.
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Traditional measures :
% Available % Unavailable Duration Frequency of failure Impact of failure Impact by User minutes lost. Impact by business transaction.
User Availability :
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Agenda
Service Delivery Model Availability Management Capacity Management IT Continuity Management
The goal of the Availability Management process is to optimise the capability of the IT Infrastructure, services and supporting organisation to deliver a cost effective and sustained level of Availability that enables the business to satisfy its business objectives .
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The capacity Management answer to Which components to upgrade ? When to upgrade ? How much the upgrade will cost ?
KEY MESSAGE Good Capacity Management ensures NO SURPRISES!
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While these two laws hold true then effective Capacity Management is even more important as supply and demand grow exponentially.
The Capacity Management processs goal is to ensure the cost justifiable IT Capacity always exists and that it is matched to the current and future identified needs of the business.
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Tuning Objective
The analysis of the monitored data may identify areas of the configuration that could be tuned to better utilise the system resource or improve the performance of the particular service.
Must be undertaken throught a formal change management process Compare monitoring after and before the change (not to regress)
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Needs
understand which services are utilising the resource and to what level know the schedule of when services must be run
Modelling Objective
A prime objective of Capacity Management is to predict the behaviour of IT Services under a given volume and variety of work. Modelling is an activity that can be used to beneficial effect in any of the sub-processes of Capacity Management
Types of modelling
Trend analysis Analytical modelling Simulation modelling Baselines models
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Description
Specify required service levels (application design) Specify resilience aspects Use modelling (resources could be shared)
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Availability Management
Performance and capacity problems results in unavailability Avalability and Capacity management should be aligned (same goals, shared tools)
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Agenda
Service Delivery Model Availability Management Capacity Management IT Continuity Management
The goal for ITSCM is to support the overall Business Continuity Management process by ensuring that the required IT technical and services facilities (including computer systems, networks, applications, telecommunications, technical support and Service Desk) can be recovered within required, and agreed, business timescales .
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ITSCM Business Continuity Lifecycle (3) Stage 2 Requirements analysis and strategy definition
Business Impact Analysis Identify :
Critical business processes Potential damage or loss as a result of a disruption to critical business processes Form od dampage or loss (income, reputation, costs) Staffing, skills, facilities, services necessary to enable critical business processes to continue operating at a minimum level The time within which minimum should be recovered The time within all required business processes should be recovered
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Initial testing
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Need to communication within the organisation Record all activities Maintain security and data protection
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ITSCM Management Structure (2) Roles and responsabilities (normal opertations and invocation)
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Initial awareness
Initial briefing sessions
On going awareness
briefings to all staff on the need for vigilance, on emergency procedures and security guidelines and procedures demonstration of stand-by facilities to staff use of an organisation's newsletter, notice boards, or an intranet inclusion of an overview of the organisation's business and ITSCM mechanisms in the staff induction process regular progress reports to the Board and regular agenda items on other management and IT committees
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Contact
ContactDevoteam Jean-Marc Chevereau Phone +33 1 41 48 48 48 / +33 6 64 48 96 99 Email jchevereau@devoteam.com Country France
Algeria Austria
Poland Russia
Belgium
Czech Republic Denmark France Germany Italy Jordan Luxembourg Morocco
Saudi Arabia
Spain Sweden Switzerland Tunisia Turkey United Arab Emirates United Kingdom
www.devoteam.com
Author Date Further Information
Netherlands
Norway
Devoteam Group This document is not to be copied or reproduced in any way without Devoteam express permission. Copies of this document must be accompanied by title, date and this copyright notice.
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