Introducing IT Service Management at the LRZ

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Leibniz Supercomputing Centre of the Bavarian Academy of Sciences and Humanities
Introducing IT Service Management at the LRZ
• Dr. Michael Brenner
IT Service Management
Leibniz Supercomputing Centre (LRZ)
• Owned by the Bavarian Academy of Sciences and Humanities
• Staff: ca. 170 full time employees
• Function:
- Provider of IT services for scientific and academic institutions in the Munich area
with more than 100,000 users
- Provider of the Munich Research Network
- National supercomputing center
(for all German universities)
• Heterogenous service portfolio with
wide vertical range
2
Leibniz Supercomputing Centre (photo: Christoph Rehbach)
IT Service Management
LRZ: Organizational Structure
3
Communication
Networks
User Services and
Systems
High Performance
Systems
Central Services
Directories, E-Mail
Internet Services and
Databases
Graphics, Visualization
and Multimedia
Desktop Management
Compute Server
High Performance
Computing
Distributed Resources
File- and Storage
Systems
Operation of
Communication
Networks
Planing of
Communication
Networks
Maintenance of
Communication
Networks
Administration
Facility Management
Public Relations,
Licenses, Courses and
Administrative IT
User Information and
IT Support
Directorate
Executive Management
IT Service Management
Project Motivation
4
Challenges

Scope, volume and complexity of
existing services increasing

Service portfolio expanding

Service availability inreasingly
critical for customers

Effectivess and effiency of service
provisioning need to increase

Technology not the bottleneck
Introduction of process-oriented
IT Service Management at LRZ
Trends
•Changing ‘Business’ of LRZ‘s
customers
- Changes in syllabi and regulations (e.g.
Bologna process)
- Increasing automation of administrative
processes
- Recentralization of IT services, wish to
outsource these services
- University institutions acting as application
service providers
•New customers and
responsibilities
- University spin-offs as new customers
- Non-academic public institutions as new
customers
- Increasing number of international
cooperation projects
IT Service Management 5
Why aim for a process approach?
• Availability is the all-dominant
parameter for enterprise services
• Average availability is the result of
frequency and duration of service
outages.
• About 80% of all service outages
originate from „people and process
issues“
• Duration of outages and degradations
significantly dependent on non-
technical factors
Human
failures
Application
failures
Sources of service outages
[Gartner 1999]
Technology
failures
 We need better management of IT processes!
IT Service Management 6
What is a process?
Definition according to ISO 9000
A process is a set of interdependent activities used to transform a
given input into a specified output by means of resources (e.g.
people, technology).
Well-defined processes are characterized through …
• Interconnected activities
• Clearly defined interfaces
• Measurable, repeatable and deterministic goals/results
IT Service Management 7
Processes across the organization
IT Service Management
Preparation
• Selection of a process framework
• Identification of ‘pain points’ and classification
according to
- People, process, technology deficiencies
- Related ITSM processes
- Concerned stakeholders

Identification of ‘quick wins’

Prioritization of issues to address and ITSM
processes to introduce
• At LRZ: Incident, Change and Configuration
Management have highest priority
8
IT Service Management
Overview: Related standards and frameworks
9
ITIL V2
ITIL V3
COBIT
MOF
ISO/IEC 20000
ISO 9000
CMM CMMI
ISO/IEC 15504
Software Engineering
Reifegradmodell
IT-Management -
Framework
Qualitätsmanagement-
norm / -methodik
BS 15000
Concept Adaption / Alignment
Precursor
Legende
ISO/IEC 27000
(from COBIT Version 4)
TOM eTOM
IT Service Management
Prevalence of ITSM Frameworks
10
0
15
30
45
60
ITIL ISO/IEC 20000 COBIT MOF eTOM
2004 2007 2009
Quelle: INS / BT
IT Service Management
Which ITSM process framework to choose?
11
ISO 20000 ITIL V2 ITIL V3 eTOM
Number of Processes
13 10 ∼25 ∼75
Pages of Core Guidance
16 (50) ∼500 ∼1000 ∼500
Prevalence (among IT
Service Providers)
low high low very low
Certification for IT
Service Providers
yes no no no
Training & Certification
Scheme for Persons
multi-level / higher
levels still in
development
multi-level / well
established
multi-level / higher
levels still in
development
single level / very
few courses offered
22-40
IT Service Management
12
Foundations of ISO/IEC 20000
What is ISO/IEC 20000?
• An international standard, facilitating a process approach for
the delivery of IT services
• A set of minimum requirements, used to assess an
organization’s IT Service Management System with respect to
its effectiveness
• Owner of ISO/IEC 20000:
- ISO (International Organization for Standardization)
- IEC (International Electro-technical Commission)
- Developed by JTC1/SC7
(Joint Technical Committee 1, Subcommittee 7)
IT Service Management 13
Frameworks & standards:
IT Service Management
(e.g. ITIL
®
, MOF, COBIT),
Quality Management acc. to ISO 9000
ISO/IEC 20000-2
ISO/IEC
20000-1
PART 1:
SHALL/MUST-HAVEs
 Minimum requirements
 Checklists
PART 2:
SHOULD-HAVEs
 Extensions of part 1
 Optional recommendations
ISO/IEC 20000
Specification
ISO/IEC 20000
Code of Practice
Context of ISO/IEC 20000
FRAMEWORKS &
STANDARDS
 Best Practices
 QM foundations
BEST
PRACTICE
Quality
Management
16 pages
34 pages
IT Service Management
Management System
• A management system, is a system to establish policy and
objectives and to achieve those objectives
• Management systems are used by organizations to develop their
policies and to put these into effect via objectives and targets,
using
- an organizational structure where the roles, responsibilities, authorities, etc. of
people are defined,
- systematic processes and associated resources to achieve the objectives and
targets,
- measurement and evaluation methodology to assess performance against the
objectives and targets, with feedback of results used to plan improvements to
the system, and
- a review process to ensure problems are corrected and opportunities for
improvement are recognized and implemented when justified.
14
[ISO Guide 72]
IT Service Management 15
Certification and Accreditation
IAF, national accreditation bodies and
certification bodies
...
...
IT Service Management 16
Release Management
Business Relationship
Management
Supplier Management
Budgeting & Accounting
for IT Services
Information Security Management
Service Level Management
Service Reporting Capacity Management
Service Continuity &
Availability Management
Incident Management
Problem Management
Configuration Management
Change Management
[9] Control Processes
[10] Release
Process
[8] Resolution Processes
[7] Relationship
Processes
[6] Service Delivery Processes
[4] Planning & Implementing Service Management
[3] Management System
[5] Planning & Implementing new or changed Services
[1] Scope
[2] Terms and Definitions
Basic structure of ISO/IEC 20000
IT Service Management 17
Deming Quality Cycle – PDCA
• Quality management method according to W. E. Deming
• Most common approach to continual improvement.
• Plan-do-check-act shall be applied to the entire IT service
management system, i.e. all processes defined in ISO/IEC
20000.
C
h
e
c
k
P
l a
n
A
c
t
D
o
Time
M
a
t
u
r
i
t
y
IT Service Management 18
Overview: Assessments and audits
Objectiveness
E
x
p
e
n
s
e
s
/
e
f
o
r
t
Self assessment
Internal audit
External audit
Third party audit
The goal of each assessment or audit in the context of ISO/IEC 20000 is
to check the effectiveness of the IT service management system.
IT Service Management
Introducing ITSM is a Technochange
• Introducing IT Service Management is a multi-faceted project
- Not just an project to build or buy an ITSM software tool
- Not just a purely organizational change without involvement of technology issues

Introducing ITSM is a Technochange
- Historically high risk of failure (up to ∼75%)
- Biggest source of risk: people's negative reactions to changes
• Introducing ITSM with a good chance of success
requires an integrated approach considering
three overlapping aspects:
- People
- Process
- Technology
19
Technology
People Process
IT Service Management
Success Factors
?Contributions to project by all departments
?Acceptance of project by staff

Public commitment to project by senior management

Establishment of an ITSM work group with at least 2 members
from each department

Training scheme for all personnel
?Adequate tool support for ITSM processes

Selection and procurement of ITSM suite as part of the project

Side project to document, consolidate and integrate existing tool
landscape
20
IT Service Management
Project Outline
21
Initial Training Workshops
ITSM Suite Acquisition
Definition of Documentation Policies
Initial ITSM Suite Adaption
Tool Consolidation and Integration
Documentation of existing Procedures
2008 2009 2010
Certifi-
cation
Audit
Establishment of ITSM-Processes
Training of Process Managers and Teams
Selection of Process Managers / Teams
Development and Adaption of Procedures
Self Assessments & Audits
Project Marketing
Prepara-
tion:
Definition
of
Project
Goal &
Scope
Pain
Point
Identifi-
cation
Selection
of a
Frame-
work
Prioriza-
tion of
Steps
Analysis Existing Tools
Establishment of Continual Improvement
IT Service Management 22
Project Marketing and Training
• General Project Marketing
- Public commitment of senior management to project
- Presentations by ITSM in department meetings
• Training Program
- All staff eligible to receive in-house
foundation training and certification
- Foundation mandatory for managers -
recommended, but voluntary for IT staff
- More than 100 staff members trained
• Experiences
- Once critical mass is reached, changes in day-to-day discussions evident
- Tests and certification can boost motivation, but not without risk
People
Participants of the worldwide first pilot exams for new certification scheme
at LRZ, November 2007
IT Service Management
ISO/IEC 20000 Qualifikationsschema
23
People
IT Service Management
Prerequisites
• Where we started
- Processes mostly at maturity level 2
- Cross departmental coordination mostly "ad hoc"
- Documentation differs in granularity, structure and
presentation (tables, graphic model representations etc.)
• Maturity level 3 a prerequisite for continual
improvement

Documentation policies

Documentation of existing processes and
procedures

Step-by-step introduction of ISO/IEC
20000 management processes
24
Process
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IT Service Management 25
CMM / CMMI Maturity Levels
Basic process exists
Standard processes implemented and
documented
Monitoring of quantitative quality goals
Process improvement is established
Managed
Defined
Initial
Repeatable
Optimizing
1
2
3
4
5
Process
IT Service Management
Resolution Processes
• Incident Management
- Goal: Restoration of defined service levels
- Structured Process, many cases / time
- Challenges
- Inefficient without tool support
- Alignment of department specific procedures and
requirements
• Problem Management
- Goal: "Root cause analysis",
improving the infrastructure
- Dependent on effective Incident and
Configuration Management
26
Process
IT Service Management 27
Example: ISO20K Requirements
• Objective: To restore agreed service to the business as soon as possible or to
respond to service requests.
• All incidents shall be recorded.
• Procedures shall be adopted to manage the impact of incidents.
• Procedures shall define the recording, prioritization, business impact, classification,
updating, escalation, resolution and formal closure of all incidents.
• The customer shall be kept informed of the progress of their reported incident or
service request and alerted in advance if their service levels cannot be met and an
action agreed.
• All staff involved in incident management shall have access to relevant information
such as known errors, problem resolutions and the configuration management
database (CMDB).
• Major incidents shall be classified and managed according to a process.
ISO
/IEC
20000
Specification
Process
IT Service Management
Control Processes
• Configuration Managemet
- Goal: Documentation of the infrastructure "configuration",
designing, building and maintaining Configuration Management Database
(CMDB)
- Semi-structured Process, "case" hard to define,
part project activities, part maintenance activities
- Challenges
- Tool support crucial
- Finding a suitable meta model for the CMDB
• Change Management
- Goal: Controlling infrastructure changes
- Co-dependent on Configuration Management
- Challenge: Balance between too much and too little control
28
Process
IT Service Management
Parallel Tool Sub-Projects
• About 100 self-declared ‘ITSM tools’ or ‘ITIL tools’,
about 50 ‘certified’ as ITIL-compliant by consultancies
• No usable independent reviews
• Integration of ITSM with operational management tools necessary
• Complexity depends on heterogenity of tool landscape

Consolidation of tool landscape as preparation / side-project
Market Analysis,
Preselection
Invited Live Demos Test Installations
Final Selection,
Purchase
Preselection of 4-5 ITSM
suites
Refinement of
requirements, Selection of
2-3 test candidates
Refinement of
requirements, priorititized
list
Purchase of a fit-for-use,
value-for money ITSM
suite
Selection and Purchase of an ITSM suite
Technology
IT Service Management
Selecting an ITSM Suite - Part 1
Finding a 'candidate list':
• First-looks at exhibitions
• Market research on ‘Service Desk tools’ for
- Gartner and Forrester
reports readily
available
- Best source on
market presence
- Not a review of the
quality of the
software itself!
- Upper right corner
not always best for
everybody
30
Technology
Market Analysis
ª 2008, Porrester Pesearch, |nc. Peproductlon Prohlblted Aprll 7, 2008
The Porrester wave": Servlce Desk Management Tools, O2 2008
Por |T |nfrastructure & Operatlons Professlonals
8
or scalabilitv requirements.Ѯese products can be implemented more easilv than their larger
competitors and, depending upon requirements, mav be the best choice for some of the largest
organizations. All of these vendors have reference customers among the largest of corporations.
p4NBMMFSTPMVUJPOTGPSTQFDJBMOFFET Both BMC and FrontRange have additional solutions
(FrontRange HEAT and BMC Service Desk Express) that are appropriate onlv for the lower end
of the large enterprise segment.However, given the large number of more capable products
better able to meet the needs of this market, a choice for either should require verv specifc
needs that would onlv be met bv either of these products.
p1PPSêUTGPSMBSHFPSDPNQMFYPSHBOJ[BUJPOT Numara Track-It! was not designed for this
market and should be avoided as a service desk management tool for larger enterprises. While
the product has manv useful capabilities, larger enterprises will be disappointed if thev attempt
to implement Numara Track-It! as a full service desk management tool.
'JHVSF Porrester wave": Large Lnterprlse Servlce Desk Management Tools, O2 '08
Source: Porrester Pesearch, |nc.
Go onllne to download
the Porrester wave tool
for more detalled product
evaluatlons, feature
comparlsons, and
customlzable ranklngs.
Plsky
8ets Contenders Leaders
Strong
Performers
Strategy weak Strong
Current
onerlng
weak
Strong
Market presence
Numara Track-|t!
HP
CA
8MC Pemedy |TSM
|8M
ProntPange |TSM
Axlos Systems
ProntPange HLAT
Symantec
8MC Servlce Desk
Lxpress Sulte
USU AG
|nfra
Numara
PootPrlnts
Touchpaper
Software
lLT Solutlons
Servlce-now.com
>100 products
IT Service Management
Typical Architecture of an ITSM Suite
• Various Interfaces and Users
• ITSM-Suites sind meistens Anwendungen auf einer allgemein
einsetzbareren Plattform
31
Technology Platform
Client
Datenbase
Developer
Tool
Self Help ...
IT Personnel
Developers / Admins Users / Customers
ITSM Application
Workflows Forms ITSM Objekte ...
Technology
e.g. Monitoring,
external ticketing
other Systems
IT Service Management
Selecting an ITSM Suite - Part 2
• Invitation of demos by vendors or partners
- List of ‘important topics’
- Examples with test cases based on documentated
LRZ procedures
- Pre-evaluation of non-functional criteria (user-friendliness, ease of
customization, ...)
• Evaluation of test installations
- Introductory workshops by vendor or partner
- Un-attended testing by LRZ staff
- Trying out each tool by
- 22 requirements: Evaluation of functional capablities
(workflow support, CMDB) and non-functional aspects
- Functional capablities for CMDB realization: Federation, Reconciliation,
Visualization, Dependency Mapping, ...
32
Technology
Test Installations
Invited Demos
5 products
3 products
IT Service Management
Selection Process
Lessons learned: Tool administration very complex; Implementing "Customizing
Test Cases" very labor intensive.
33
Live Demo
iET Solutions
ITSM
Test
Installation
Review
Workshop
Workshop
Update
Workshop
ITSM-Suite 1
Live Demo
Test
Installation
Review
Workshop
Workshop
Live Demo
Test
Installation
Workshop
Live Demo
(Partner)
Live Demo
(Online)
2. Review
Workshop
ITSM-Suite 1
ITSM-Suite 3
ITSM-Suite 4
Technology
IT Service Management
Results of final tool evaluation
• Simplified results based
on 22 criteria
• Specific to LRZ
requirements, rated from
"−−" to "++"
• No tool earned a "++"
for any high-level
requirement
• Among functional
aspects, only CMDB-
related requirements
(dependency mapping,
visualization) real
differentiators
34
Tool 1
(mid-sized
vendor, via
partner)
Tool 2
(large
vendor)
iET
ITSM
(small
vendor)
Current
(older
solution by
large
vendor)
Administration of
Workflows

o
o o
Administration of
Data
+
o o o
Functionality
Workflow
+ + +
o
Functionality
CMDB

o +
−−
User Friendliness + o +

Expected
Support Quality
− −−
+

Licencing Model /
Costs
− −
+ +
Technology
Final Selection,
Purchase
F
u
n
c
t
i
o
n
a
l

C
r
i
t
e
r
i
a
N
o
n
-
f
u
n
c
t
i
o
n
a
l

C
r
i
t
e
r
i
a
IT Service Management
Screenshot
35
Technology
IT Service Management
Lessons learned
• Tool-certification has little value
• High investment in customizing required for all tools
• Financing of long-term consulting support all but impossible for
public research institutions (at least for us)
• Stakeholder include customers, IT personal as well as developers
and administrators
• Hard-to-calculate risks due to often unclear prospects for future
support and complex licensing models
• Big is not always better
• Support quality is crucial
36
Technology
IT Service Management
Tool Consolidation
• Survey of all tools
- Early estimate: ∼20 tools, after on-line questionaire and interviews: >100 tools
- For each tool recording of ‘owner’ and various attributes (areas of use, source or
manufacturer, functionality, ...)
• Classification
- No established classification schemes for
management tools
- ‘Bottom-up’ classification by experimenting with clustering algorithms and
attribute sets
37
Technology
Survey, Recording Classification Consolidation Integration
Map of the current
tool landscape
Map of the target tool
landscape, migration plan
List of tools in use
System of tools for
supporting operations
IT Service Management
Finding a suitable CMDB Meta Model
38
Technology
IT Service Management
5
Federated CMDB
Synchronisation
Reconciliaton
Federated CMDB
39
Technology
MDR MDR
IT Service Management
Management Data Repositories
40
Technology
IT Service Management
Mid-
term
Goal
(Q4/2010)
Status
Quo
Mid-term Goal
41
I
T
S
M
-
S
u
i
t
e
Process People
Tech-
nology
ticket
phone
email
Process People
Tech-
nology
- Undocumented processes (maturity level 2)
- Many management tools
- Manual workflow control
- Fragmented information flow
- Redundant documentation
- Documented processes (maturity level 3)
- Moderate number of management tools
- Workflow management support
- Controlled information flow
- Definitive documentation databases
IT Service Management
Summary and Conclusion
• The introduction of process-oriented ITSM at the LRZ is an
ongoing project leading to a persistent organizational change
• ITSM projects need to be managed as "Technochange" projects
• It pays to look beyond ITIL: Have a look at ISO/IEC 20000 and
MOF (microsoft.com/mof)!
• ITSM projects are cost- and labor- intensive
- Complexity of problems is often higher than anticipated
- Parallel execution of tasks is often limited due to interdependencies between
them
- Convincing people requires time and effort
• People and Tool issues are also critical success factors
42
IT Service Management
What we look for, what we can offer
We are always interested in partners for
- Exchange of experience
- Adapting and integrating Tools
- Dealing with organizational change
- Benchmarking
- Gathering "best practice" (procedures, templates, organizational measures)
43

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