Capítulo 2: Captura y procesamiento de datos
2.5. Marco conceptual del modelado geométrico 3D
® implementation problems in distributed environments
® problems in testing the release
2.6.6 Key perFOrMANce INDIcATOrS
the following key performance indicators help assess the effectiveness of the release management process:
® number of incidents caused by a release
® Software in the dSL that has not been subjected to a quality check
® number of accurate and timely distributed releases at remote sites
® number of unused software that have unnecessary costs, such as license fees
® number of times that unauthorized software is used
® number of times when the status of the release-associated Cis in the CmdB was accurately updated
2.6.7 crITIcAl SucceSS FAcTOrS
the aim of the release management process is to implement releases without disrupting the normal business. to ensure successful implementation, you should keep the critical success factors in mind. the critical success factors are:
® piloting new releases in an environment that replicates the Live environment
® automating detection of the need for software updates
® automating the build, distribution, and implementation of new software
® maintaining permanent build machines for specific platforms
® Creating appropriate test environments and having user representatives test the release
3.1 SerViCe LeVeL management 77 itSm handBooK
^
Chapter 3.1ServIce level
MANAgeMeNT
Á
the following terms and concepts are integral to the Service Level management process.
OBJecTIve
ensure that it services are provided to customers at the agreed quality levels and costs and that the agreed levels of service are maintained, monitored, and improved continuously.
BeNeFITS
the Service Level management process helps the it organization:
® design services based on customer requirements
® provide measurable performance indicators for it services
® Balance the required quality of services with costs
® reduce costs in the long run
® improve relationships with customers 3.1.1 cOMMONly uSeD TerMS
a modification or addition to any part of the infrastructure (Ci), such as hardware, software, network, environment, or related documentation is called a Change.
a Request for Change (RFC) is a form or screen used to record details of the requested changes to the configuration, procedures, and items associated with the infrastructure.
Service Requests are requests from a User to the Service desk for support, delivery, information, advice, documentation. a password reset is also an example of a service request.
the it organization that supplies an it service is termed as a Provider. the organization that uses an it service is regarded as a Customer.
End Users are a part of the organization that uses the it services. they are the individuals who actually use the it services in their daily operations.
the Service Level Requirements (SLR) is a blueprint that provides all specifications listing the acceptable levels for each service requirement as conveyed by the customer.
7 itSm handBooK
^
itSm handBooK 7the Service Specsheet translates the customers’ service requirements into technological specifications required in the it organization to implement the service.
the Service Catalog is used to present the it organization as a service provider to its customers. it describes the services and the associated levels of service that the it organization can provide to its customers.
when the Customer and the provider reach an agreement about the specifications of the it services, the Service Level Agreement (SLA) is drafted. the structure of an SLa depends on the following aspects:
physical aspects including:
® Size or scale of the organization’s activities
® Complexity levels of the activities and functions of the it organization
® geographical distribution of the organization’s offices Cultural aspects including:
® Language(s) for documentation
® relationship between the it organization and customers
® policy used to charge customers
® profit targets of the organization nature of the business activities including:
® general terms and conditions
® Business hours
an Operational Level Agreement (OLA) is an arrangement between the it
organization and other internal departments for providing it services to customers.
the Underpinning Contract (UC) includes details for the service elements provided by the external providers rather than internal departments.
the Service Improvement Program (SIP)
specifies the it organization’s plans for improving all the implemented it services. it defines the activities, stages, and specific activity-wise time periods that are required for improving the services.
3.1.2 prOceSS
® identify customer requirements
® detail these requirements and define them in measurable terms
® Formulate the technical details required for implementing the it service by drafting the Service Specsheets (specifications)
® negotiate the terms for providing the it services based on the SLr and Service Specsheets
® Formalize the terms of the contract in the form of SLas, UCs, oLas, and the Service Catalog
® monitor the performance of each implemented it service using the it service levels documented in the SLas
® document the results in the Service Level reports to provide a comparison between the agreed and actual achieved service levels
® review service levels at regular intervals and record areas for improvement in the Sip
SERVICE LEVEL
MANAGEMENT
CUSTOMERS REQUIREMENTS SERVICE LEVEL (SLR) SERVICE IMPROVEMENT PROGRAM (SIP) OPERATIONAL LEVEL AGREEMENT (OLA) UNDERPINNING CONTRACTS (UC) SERVICE LEVEL AGREEMENT INTERNAL IT ORGANIZATION EXTERNAL ORGANIZATIONS SERVICE CATALOG
3.1 SerViCe LeVeL management
0 itSm handBooK
3.1 SerViCe LeVeL management
1
itSm handBooK
^
Report Review
Customer Demand
Identify: Needs Define:
Internally and Externally
Contract: 1. Negotiate 2. Draft 3. Amend 4. Conclude
Monitor:
Service Levels
Service Level Achievement Service Level Report Service
Improvement Program
Service Level
Specification Sheet Service Catalog
Operational
Level Agreement Underpinning
Contract
SLA
Service Level Requirements
aCtiVitieS
3.1.3 rOleS AND reSpONSIBIlITIeS
the Service Level manager is the owner of the Service Level management process. their responsibilities include:
® Creating and updating the Service Catalog with details of the existing it services
® maintaining an effective Service Level management process by defining SLas, oLas, and UCs
® Updating and managing the existing Sips
® Updating and managing the existing SLas, oLas, and UCs
® reviewing and improving the performance of the it organization to meet agreed service levels
3.1.4 relATIONSHIp WITH OTHer prOceSSeS with Service desk
Service desk provides Service Level management with information about the response and solution times if a service is interrupted. it also aids Service Level management in gathering customer feedback about it services through customer satisfaction surveys.
with availability management
availability management provides Service Level management with information about the actual availability of services. Service Level management provides availability management with information about the Customer Service Level requirements regarding availability.
with Capacity management
Service Level management informs Capacity management about the requirements proposed in the SLA and then uses inputs from Capacity
management to ascertain whether or not the resources are being utilized within agreed limits. Capacity management analyzes the it resource requirements for providing the new or improved services and submits the analysis results to Service Level management.
with incident management
Service Level management informs incident management about the agreed turnaround times for resolving service-related Incidents. incident management ensures that all it services are restored within the turnaround times specified in the SLa.
2 itSm handBooK
^
itSm handBooK 3with problem management
problem management helps the it organization optimize and stabilize it services by taking long-term error-prevention measures. Service Level management records the steps taken to optimize the it services in the SIP.
with Change management
Service Level management constantly monitors and reviews service levels and records any necessary changes in the SLa via the Change management process. Change management ensures that requests for service changes, such as costs and cycle time of services, are processed as agreed in the SLa.
with it Service Continuity management
Service Level management collects the Service Level requirements from the Customer regarding service continuity. it Services Continuity management defines the measures to be followed for the recovery of an it service in the event of a disaster and these are agreed upon in the SLa through Service Level management.
with Security management
Security management provides inputs about customers’ security requirements for the provision of it services to Service Level management. Service Level management uses these specifications of security measures and costs involved while formulating the SLa. Service Level management collects the Service Level requirements regarding external Security from the Customer and passes this information to Security management.
with Configuration management
Configuration management records all details about the Cis and the SLa for an it service in the CMDB. Service Level management accesses the CmdB to identify the Cis required to provide the agreed services documented in the SLa.
with Financial management
Financial management provides Service Level management with information about the costs associated with a service, charging methods, and rate to be charged for a service. Service Level management uses these details while negotiating with customers and then records the agreed items in the SLa so that Financial management follows these guidelines to design the organization’s
budget.
with release management
release management provides Service Level management with details about the hardware and software release plans. Service Level management records details of the release plans in the SLa.
3.1.5 cOMMON prOBleM AreAS
® Cultural changes are required within the it organization to realize the importance of understanding customer requirements for providing it services.
® Customers are not always able specify their requirements clearly thus making it difficult to formulate SLrs.
® Service Level managers are not always able to translate all customer requirements into measurable terms.
® Service Level manager might be pressured by customers, superiors, or peers to agree to unfeasible service levels.
® Underestimation of overhead costs for monitoring and reviewing service levels.
® Lack of time or knowledge can lead to non-conformance to the Service Level management process.
3.1.6 Key perFOrMANce INDIcATOrS
® details mentioned in the SLa that help in quantifying agreed service levels
® Clearly defined oLas and UCs that help maintain the service levels agreed in the SLas
® number of monitored elements of the SLa
® reported number of deviations from agreed service levels
® elements of the SLa that meet the agreed service levels
® Shortfalls in meeting the agreed service levels and the related improvement measures included in the Sip
3.1.7 crITIcAl SucceSS FAcTOrS
® technical and business expertise of the Service Level manager
® accurate formulation of the mission and objectives of the Service Level management process
® awareness of the Service Level management process among the employees of the it organization
® Clear definition of the tasks and roles within the Service Level management process
3.2 FinanCiaL management 5 itSm handBooK
^
Chapter 3.2FINANcIAl
MANAgeMeNT
Á
the following terms and concepts are integral to the Financial management process.
OBJecTIve
Financial management aids the it organization in implementing a cost-effective strategy for delivering it services. it breaks down the costs for it services into service-specific components in order to categorically associate costs with each individual service and department.
BeNeFITS
the Financial management process needs to be implemented in a uniform manner throughout the organization. in addition to maximizing efficiency, the Financial management process helps the organization in:
® Determining the costs of IT services: the Financial management process helps
breakdown the overall expenditure in the it department and assigns the various cost components to specific services
® Identifying the cost structure: it management uses the cost structure for each service to accurately estimate the costs for future budgets. this reduces the time spent on deliberation for assigning costs to each service.
® Recovering costs from customers: the Financial management process
helps the organization recover part of its total cost by passing the costs for providing the service to customers in the form of charges. accurate estimation of the costs for each it service enables the organization in appropriately and fairly charging the customers.
® Operating the IT department as a business unit: the Financial management
process ensures that all services rendered to both internal and external customers are assigned appropriate costs. this process helps identify the expenditure incurred for each service.
® Verifying that charges for IT services are realistic: the Financial management process ensures that all charges applied for services rendered are realistic and allocated fairly to the customers. this task is performed for the it service charges applied to both internal and external customers.
6 itSm handBooK
^
itSm handBooK 73.2.1 cOMMONly uSeD TerMS
Budgeting defines the way to plan and control the expenditure within an
organization by laying down limits on the intended expenditure for providing an it service. Budgets are prepared to ensure that actual expenditure does not exceed planned expenditure and ensure a balance between the two.
Accounting enables business units to justify the costs incurred by the it organization for providing it services to its customers. it involves maintaining detailed ledgers of the daily expenditure incurred during the implementation and the delivery of an it service.
Charging encourages business-like relationships between the organization and
its customers. it helps the organization recover its expenditure from its customers after the time periods agreed by the customers at the time of purchase of service. Costs that are unambiguously linked to a specific service, customer, or location are called direct costs.
the costs that are not specifically associated with a single it service, customer or location are called indirect costs.
Fixed costs are constant costs that are necessary for the operation of a business.
Variable costs are related to the it services being provided by an it organization. these costs vary with changes in production volume.
Capital costs are generated by the purchase of assets that are intended for long- term use by an it organization. the value of these assets depreciates over time.
Operational costs are generated by the day-to-day activities of the it organization. these costs are not directly linked to the production-related resources.
Under Incremental Budgeting, the previous year’s financial data is used as the basis for creating the current year’s budget. Factors such as the activities, costs, and prices of the previous year are mentioned in the new budget.
Under Zero-Base Budgeting, business managers need to justify the cost of each service in the budget by specifying its requirements. this method does not use past years’ data as the base for the current year’s budget.
Pricing (fixing a rate) for a service is done to recover costs and affect the demand for the service.
3.2.2 AcTIvITIeS