6 Organizing for Service Operation

ITIL Version 3 | |
|Service Operation | |[pic] |
|The ITIL Core consists of five publications. Each |
|provides the guidance necessary for an integrated |
|approach, as required by the ISO/IEC 20000 |
|standard specification: |
|Service Strategy |
|Service Design |
|Service Transition |
|Service Operation |
|Continual Service Improvement. | |I N D I C E | Foreword 12
OGC's foreword 12
Chief Architect's foreword 13
Preface 14
Contact information 14
Acknowledgements 15
Chief Architect and authors 15
ITIL authoring team 15
Mentors 15
Further contributions 15
The ITIL Advisory Group 16
Reviewers 16
1 Introduction 17
1.1 Overview 18
1.2 Context 19
1.2.1 Service Management 19
1.2.2 Good practice in the public domain 19
1.2.3 ITIL and good practice in Service Management 21
1.2.3.1 Service Strategy 22
1.2.3.2 Service Design 23
1.2.3.3 Service Transition 23
1.2.3.4 Service Operation 24
1.2.3.5 Continual Service Improvement 24
1.3 Purpose 26
1.4 Usage 26
1.5 Chapter overview 27
2 Service Management as a practice 28
2.1 What is Service Management? 28
2.2 What are services? 30
2.2.1 The value proposition 30
2.3 Functions and processes across the lifecycle 31
2.3.1 Functions 31
2.3.2 Processes 31
2.3.3 Specialization and coordination across the lifecycle 32
2.4 Service Operation fundamentals 33
2.4.1 Purpose/goal/objective 33
2.4.2 Scope 33
2.4.3 Value to business 34
2.4.4 Optimizing Service Operation performance 35
2.4.5 Processes within Service Operation 35
2.4.5.1 Event Management 35
2.4.5.2 Incident and Problem Management 35
2.4.5.3 Request Fulfilment 36
2.4.5.4 Access Management 36
2.4.6 Functions within Service Operation 36
2.4.6.1 Service Desk 36
2.4.6.2 Technical Management 36
2.4.6.3 IT Operations Management 37
2.4.6.4 Application Management 37
2.4.6.5 Interfaces to other Service Management Lifecycle stages 37
3 Service Operation principles 39
3.1 Functions, groups, teams, departments and divisions 40
3.2 Achieving balance in Service Operation 42
3.2.1 Internal IT view versus external business view 42
3.2.2 Stability versus responsiveness 45
3.2.3 Quality of service versus cost of service 48
3.2.4 Reactive versus proactive 51
3.3 Providing service 56
3.4 Operation staff involvement in Service Design and Service Transition
57
3.5 Operational Health 58
3.6 Communication 60
3.6.1 Meetings 61
3.6.1.1 The Operations meeting 62
3.6.1.2 Department, group or team meetings 63
3.6.1.3 Customer meetings 63
3.7 Documentation 64
4 Service Operation processes 65
4.1 Event Management 67
4.1.1 Purpose/goal/objective 67
4.1.2 Scope 67
4.1.3 Value to business 68
4.1.4 Policies/principles/basic concepts 69
4.1.5 Process activities, methods and techniques 70
4.1.5.1 Event occurs 71
4.1.5.2 Event notification 71
4.1.5.3 Event detection 72
4.1.5.4 Event filtering 72
4.1.5.5 Significance of events 72
4.1.5.6 Event correlation 74
4.1.5.7 Trigger 74
4.1.5.8 Response selection 75
4.1.5.9 Review actions 78
4.1.5.10 Close event 78
4.1.6 Triggers, input and output/inter-process interfaces 79
4.1.7 Information Management 80
4.1.8 Metrics 80
4.1.9 Challenges, Critical Success Factors and risks 81
4.1.9.1 Challenges 81
4.1.9.2 Critical Success Factors 81
4.1.9.3 Risks 82
4.1.10 Designing for Event Management 82
4.1.10.1 Instrumentation 83
4.1.10.2 Error messaging 83
4.1.10.3 Event Detection and Alert Mechanisms 84
4.1.10.4 Identification of thresholds 84
4.2 Incident Management 86
4.2.1 Purpose/goal/objective 86
4.2.2 Scope 86
4.2.3 Value to business 86
4.2.4 Policies/principles/basic concepts 87
4.2.4.1 Timescales 87
4.2.4.2 Incident Models 87
4.2.4.3 Major incidents 88
4.2.5 Process activities, methods and techniques 89
4.2.5.1 Incident identification 90
4.2.5.2 Incident logging 91
4.2.5.3 Incident categorization 92
4.2.5.4 Incident prioritization 94
4.2.5.5 Initial diagnosis 96
4.2.5.6 Incident escalation 96
Note regarding Incident allocation 97
4.2.5.7 Investigation and Diagnosis 97
4.2.5.8 Resolution and Recovery 98
4.2.5.9 Incident Closure 99
Rules for re-opening incidents 100
4.2.6 Triggers, input and output/inter-process interfaces 100
4.2.7 Information Management 101
4.2.8 Metrics 102
4.2.9 Challenges, Critical Success Factors and risks 103
4.2.9.1 Challenges 103
4.2.9.2 Critical Success Factors 103
4.2.9.3 Risks 103
4.3 Request Fulfilment 105
4.3.1 Purpose/goal/objective 105
4.3.2 Scope 105
4.3.3 Value to business 106
4.3.4 Policies/principles/basic concepts 106
4.3.4.1 Request Models 106
4.3.5 Process activities, methods and techniques 106
4.3.5.1 Menu selection 106
4.3.5.2 Financial approval 107
4.3.5.3 Other approval 107
4.3.5.4 Fulfilment 107
4.3.5.5 Closure 108
4.3.6 Triggers, input and output/inter-process interfaces 108
4.3.7 Information Management 108
4.3.8 Metrics 109
4.3.9 Challenges, Critical Success Factors and risks 109
4.3.9.1 Challenges 109
4.3.9.2 Critical Success Factors 109
4.3.9.3 Risks 110
4.4 Problem Management 111
4.4.1 Purpose/goal/objective 111
4.4.2 Scope 111
4.4.3 Value to business 111
4.4.4 Policies/principles/basic concepts 112
4.4.4.1 Problem Models 112
4.4.5 Process activities, methods and techniques 112
4.4.5.1 Problem detection 113
4.4.5.2 Problem logging 114
4.4.5.3 Problem Categorization 115
4.4.5.4 Problem Prioritization 115
4.4.5.5 Problem Investigation and Diagnosis 115
4.4.5.6 Workarounds 119
4.4.5.7 Raising a Known Error Record 119
4.4.5.8 Problem resolution 119
4.4.5.9 Problem Closure 120
4.4.5.10 Major Problem Review 120
4.4.5.11 Errors detected in the development environment 120
4.4.6 Triggers, input and output/inter-process interfaces 121
4.4.7 Information Management 122
4.4.7.1 CMS 122
4.4.7.2 Known Error Database 123
4.4.8 Metrics 124
4.4.9 Challenges, Critical Success Factors and risks 125
4.5 Access Management 126
4.5.1 Purpose/goal/objective 126
4.5.2 Scope 126
4.5.3 Value to business 126
4.5.4 Policies/principles/basic concepts 127
4.5.5 Process activities, methods and techniques 127
4.5.5.1 Requesting access 127
4.5.5.2 Verification 127
4.5.5.3 Providing rights 128
4.5.5.4 Monitoring identity status 129
4.5.5.5 Logging and tracking access 130
4.5.5.6 Removing or restricting rights 130
4.5.6 Triggers, input and output/inter-process interfaces 131
4.5.7 Information Management 132
4.5.7.1 Identity 132
4.5.7.2 Users, groups, roles and service groups 133
4.5.8 Metrics 134
4.5.9 Challenges, Critical Success Factors and risks 134
4.6 Operational activities of processes covered in other lifecycle phases
136
4.6.1 Change Management 136
4.6.2 Configuration Management 136
4.6.3 Release and Deployment Management 137
4.6.4 Capacity Management 137
4.6.4.1 Capacity and Performance Monitoring 137
4.6.4.2 Handling capacity- or performance-related incidents 139
4.6.4.3 Capacity and performance trends 139
4.6.4.4 Storage of Capacity Management data 140
4.6.4.5 Demand Management 140
4.6.4.6 Workload Management 140
4.6.4.7 Modelling and applications sizing 141
4.6.4.8 Capacity Planning 141
4.6.5 Availability Management 142
4.6.6 Knowledge Management 144
4.6.7 Financial Management for IT services 144
4.6.8 IT Service Continuity Management 144
5 Common Service Operation activities 146
5.1 Monitoring and control 149
5.1.1 Definitions 149
5.1.2 Monitor Control Loops 150
5.1.2.1 Complex Monitor Control Loop 152
5.1.2.2 The ITSM Monitor Control Loop 154
5.1.2.3 Defining what needs to be monitored 156
5.1.2.4 Internal and External Monitoring and Control 157
5.1.2.5 Defining objectives for Monitoring and Control 157
5.1.2.6 Types of monitoring 159
5.1.2.7 Monitoring in Test Environments 161
5.1.2.8 Reporting and action 162
5.1.2.9 Service Operation audits 162
5.1.2.10 Measurement, metrics and KPIs 163
Measurement 163
Metrics 164
Key Performance Indicators 164
5.1.2.11 Interfaces to other Service Lifecycle practices 164
Operational Monitoring and Continual Service