IT Service Management 2011 年度教育部 -IBM 精品课程 同济大学软件学院 严海洲

Presentation on theme: "IT Service Management 2011 年度教育部 -IBM 精品课程 同济大学软件学院 严海洲"— Presentation transcript:

1 IT Service Management 2011 年度教育部 -IBM 精品课程 同济大学软件学院 严海洲 yanhaizhou@tongji.edu.cn

2 Chapter 1 ITSM & ITIL

3 1.1 Service, Service management & ITSM

4 4 运维部门开发部门 后勤 ( 文秘 / 培训 ) 业务部门 上世纪 80 年代 以不高于竞争对手的 成本提供足够的服务 IT 组织的演变 运维部门 控制 开发部门 后勤 ( 文秘 / 培训 ) 业务部门 上世纪 90 年代 以不高于竞争对手的 成本提供优质的服务 走向世界一流 运维部门用户服务开发部门 监管 后勤 ( 文秘 / 培训 ) 业务部门 现在 协作制定服务内容 提供所需的资源 / 技术支持服务的运作

5 5 运维部门用户服务开发部门 治理 后勤 ( 文秘 / 培训 ) 业务部门 面向服务的 IT 组织 一个基于流程的组织 : 基于客户需求 关注增值服务 自行组织、控制资源分配 灵活 确保人员的专业能力和基本业务能力兼顾 形成跨部门合作机制，克服 “ 各自为政 ” 的问题 层次化结构 IT 部门调查、推荐和实施技术手段，提升企业的业务能力 流程驱动的组织 问题管理 变更管理

6 Service A service is a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks. Service Management Service management is a set of specialized organizational capabilities for providing value to customers in the form of services. ````` IT Service Management (ITSM) The implementation and management of Quality IT Services that meet the needs of the Business. IT Service Management is performed by IT Service Providers through an appropriate mix of people, Process and Information Technology. 6

7 Some Frameworks for IT Service management TQM—— 全面质量管理 (Deming Cycle) TickIT —— 软件质量管理 ISO27001—— 信息安全管理体系 ISO/IEC 20000——ITSM 标准 MIP—— 信息供应管理 Six Sigma—— 六西格玛 ITBSC——IT 平衡记分卡 M_o_R—— 风险管理 BISL—— 企业信息服务库 ISPL—— 信息服务采购库 ASL—— 应用服务库 eTOM—— 增强的电信运营框架 MSP—— 成功项目计划管理 PMBoK—— 项目管理知识体系 CMMI—— 能力成熟度模型集成 IT Service CMM——IT 服务能力成熟度模 型 ITIL—— 信息技术基础架构库 COBIT—— 信息及相关技术控制目标 PRINCE2—— 受控环境下项目管理 7

8 Deming Cycle(PDCA 循环 ) PDCA 在循环中所代表的含义 1 、 P （ Plan ） -- 计划，确定方针和目标，确定活动计划； 2 、 D （ Do ） -- 执行，实地去做，实现计划中的内容； 3 、 C （ Check ） -- 检查，总结执行计划的结果，注意效果，找出问题； 4 、 A （ Action ） -- 行动，对总结检查的结果进行处理，成功的经验加以肯定并适当推广、 标准化；失败的教训加以总结，以便重现，未解决的问题放到下一个 PDCA 循环。 PDCA 循环的三个特点 1 、大环带小环。如果把整个企业的工作作为一个大的 PDCA 循环，那么各个部门、小组还 有各自小的 PDCA 循环，就像一个行星轮系一样，大环带动小环，一级带一级，有机地 构成一个运转的体系。 2 、阶梯式上升。 PDCA 循环不是在同一水平上循环，每循环一次，就解决一部分问题，取 得一部分成果，工作就前进一步，水平就提高一步。到了下一次循环，又有了新的目 标和内容，更上一层楼。 3 、科学管理方法的综合应用。 PDCA 循环应用以 QC 七种工具为主的统计处理方法以及工业 工程（ IE ）中工作研究的方法，作为进行工作和发现、解决问题的工具。 8

9 ISO/IEC 20000 架构图 Service Delivery Processes Capacity Management 容量管理 Service Level Management 服务级别管理 Information Security Management 信息安全管理 Budgeting and Accounting for IT Services 财务管理 Service Continuity & Availability Management 可用性 & 连续性管理 Service Reporting 服务报告 Control Processes Configuration Management 配置管理 Change Management 变更管理 Release Processes Release Management 发布管理 Resolution Processes Incident Management 事件管理 Problem Management 问题管理 Relationship Processes Business Relationship Management 业务关系管理 Supplier Management 供应商管理 New or Changed Services 新的或变更的服务 Planning and Implementing Service Management 策划和实施服务管理 Requirements for a Management system 管理体系的要求 9

10 1.2 ITIL Introduction Welcome to the Official ITIL® Website: http://www.itil-officialsite.com/

11 ITIL(IT Infrastructure Library) A set of Best Practice guidance for IT Service Management. ITIL is owned by the OGC and consists of a series of publications giving guidance on the provision of Quality IT Services, and on the Processes and facilities needed to support them. First published by UK Government in late 1980s Updated to V2 in 2000/2001 – Improved for international audience – New types of service delivery Updated to V3 in 2007 – Lifecycle model – Greater focus on strategy and business outcomes 11

12 What are Good Practices? Good practices are accepted practices and ways of doing things which have been proven to be effective How are good practices created? --Innovations created by organizations as they continually learn and adapt to be successful --Innovations gradually become best practices when applied diligently --Best practices become good practices when copied by others --Good practices become commoditized, generally accepted principles, or regulatory requirements --Forces organizations to seek new innovations to differentiate themselves: new services, operating models, systems, and processes 12

13 Sources of Good Practices 13

14 Why Public Standards Over Proprietary Knowledge? 14

15 Good Practices for Service Management 15

16 ITIL V1 Process Model 16

17 ITIL V2 Process Model 17

18 ITIL V3 Service life cycle 18

19 The main content of the ITIL V3 《 Service Strategy 》 《 Service Design 》 《 Service Transition 》 《 Service Operation 》 《 Continual Service Improvement 》 一、核心组件 ——5 本书 二、补充组件 针对不同行业、环境和情况的详细内容和指标 三、网络组件 提供流程共同所需的动态资源和典型材料，例 如流程图、定义、模板、业务案例和实践学习等 19

20 The main content of the ITIL V3 Service Strategy – Provider Types, Strategy, Portfolio, Service Product, Market, Complexity, Sourcing Service Design – Integrated Service Design, Service Package = Service Utility + Service Warranty – Service Warranty = Service Level Management driving Availability, Capacity, Continuity, Security & Financial Planning – Service Portfolio & Service Catalog – ITIL V2 Service Delivery + Application Management = TIL V3 Service Design Service Transition – Change, Release, Configuration, Asset, Knowledge, Transition, Organizational and Cultural Change Management – Federated, Integrated systems as opposed to monolithic databases Service Operation – Monitoring, event, incident, request, problem, identity & access management Continual Service Improvement 20

21 Service Support,Delivery &Strategy The main content of the ITIL V3 21

22 High Level Service Lifecycle Model 22

23 ITIL V3 PROCESS MODEL SERV OPERA AGRE CONTRA CHANGE ADVISORY BOARD PLAN DO ACT CHECK Service Metrics Recommendations CONTINUAL SERVICE IMPROVEMENT Service Design Package (Warranty) Process Metrics Service Transition Package (Release) Process & Technical Metrics Development TIONAL LEVEL EMENTS (OLA) THE BUSINESS EXTERNAL SUPPLIERS CT Underpinning Contracts (UC) SERVICE DESIGN Long Term Business Objectives ICE S LEVEL EMENT (SLA) PROCESSES Event Management Incident Management Request Fulfilment - Operations Control SERVICE OPERATION FUNCTIONS Service Desk Operations Management - Facilities Management Technical Management SERVICE STRATEGY Definition of Business Service Requirements Determination of Market Space, IT Policies and Strategies Specification of Service Portfolio Demand Management Financial Management Seven-Step Improvement Process Deming Cycle & CSI Model SERVICE TRANSITION Change Management Service Asset and Configuration Management Release and Deployment Management Knowledge Management Service Level Management - Service Catalogue Management - Supplier Management Availability Management ITSCM Capacity Management Information Security Management Business Requirements (Utility) Service Pipeline Service Catalogue Retired Services Requests for Change Appraisal Approval Schedule ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries. The swirl logo™ is a Trade Mark of the Office of Government Commerce. © ILX Group plc. Designed by Mark Haddad, Matt Bovill and Glyn Davies. For further details please contact us at: W: www.ilxgroup.com T: +44 (0)1270 611600 F: +44 (0)1270 628513 E: sales@ilxgroup.com ILX Group plc. Registered in England & Wales No. 03525870. Registered Office: One London Wall, London, EC2Y 5AB ISBN 978-0-9544884-2-0 Published Nov 2007. ® Applications Management Lifecycle DML KEDB AMIS SKMS CMIS CMS CMDB’s SCD Problem Management Access Management Process Metrics Alerts, Warnings (Integrated Tool) Abbreviations: SKMS – Service Knowledge Management System CMS – Configuration Management System CMDB – Configuration Management Database AMIS – Availability Management Information System CMIS – Capacity Management Information System KEDB – Known Error Database SCD – Supplier Contract Database ITSCM – IT Service Continuity Management

24 ITIL 与 ISO20000 层次关系图 4 ISO20000 BIP 0005 管理者指南 ITIL 最佳实践 内部流程 / 工作说明 服务管理和管理概要介绍 流程的定义 自定义和本地化 文档 ISO 20000 认证 ISO 管理、规划 OGC 问卷和能力成熟 BS 自我评估 工作手册 BIP 质量标准 24

25 ITIL V2 Process and V3 Lifecycle. Problem Management Incident Management Service Operation Service Desk Release Management Configuration Management Service Transition Change Management Security Management IT Service Continuity Management Capacity Management Availability Management Service Design Service Level Management Service StrategyFinance Management ITIL V3 LifecycleITIL V2 Process 25

26 Key Difference V2 vs. V3 1. Key Evolutional Changes in ITSM Business and IT – From Alignment to Integration From Value Chain Management to Value Service Network Integration From Linear Service Catalogues to Dynamic Service Portfolios From Integrated Processes to The Service Management Lifecycle 26

27 Key Difference V2 vs. V3 2.More prescriptive guidance 27

28 28

29 Key Difference V2 vs. V3 3.Qualification Scheme 29

30 1.3 Key Principles,Models and Concepts

31 – A team or group of people and the tools they use to carry out one or more processes or activities Role – A set of responsibilities,activities and authorities granted to a person or team Function – A set of activities designed to accomplish a specific objective. A process takes defined inputs and turns them into defined outputs. – A process may include roles, responsibilities, tools and management controls required to deliver the outputs. Process 31

32 Characteristics of processes 32

33 S.M.A.R.T Method ‘S’= Specific ‘M’= Measurable ‘A’= Achievable ‘R’= Relavent ‘T’= Timely It delivers specific results Primary results are delivered to customers or stakeholders It responds to specific events How to recognize a process 33

34 Process Owner Responsible for: Assisting with Process Design Documenting the process Making sure the process is being performed as documented Making sure the process meets its aims Monitoring and improving the process over time 34