IT SERVICE CATALOG PROCESS MANAGEMENT TEMPLATES
AND
EXAMPLES WORKBOOK
The Service Catalog Planning, Implementation and Maintenance Guide Gerard Blokdijk, Claire Engle & Jackie Brewster
Notice of Rights: Copyright © The Art of Service. All rights reserved. No part of this book may be reproduced or transmitted in any form by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Notice of Liability: The information in this book is distributed on an “As Is” basis without warranty. While every precaution has been taken in the preparation of the book, neither the author nor the publisher shall have any liability to any person or entity with respect to any loss or damage caused or alleged to be caused directly or indirectly by the instructions contained in this book or by the products described in it. Trademarks: Many of the designations used by manufacturers and sellers to distinguish their products are claimed as trademarks. Where those designations appear in this book, and the publisher was aware of a trademark claim, the designations appear as requested by the owner of the trademark. All other product names and services identified throughout this book are used in editorial fashion only and for the benefit of such companies with no intention of infringement of the trademark. No such use, or the use of any trade name, is intended to convey endorsement or other affiliation with this book.
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The Service Catalog Management Guide
Table of Contents 1
INTRODUCTION ROADMAP....................................................................................................................... 5
2
PRESENTATION............................................................................................................................................ 9
3
SUPPORTING DOCUMENTS.................................................................................................................... 29
3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 3.10 3.11 3.12 3.13 3.14 3.15 3.16 3.17 4
POLICIES, OBJECTIVES & SCOPE ................................................................................................................ 31 OBJECTIVES AND GOALS ............................................................................................................................. 35 BUSINESS AND IT SERVICE MAPPING .......................................................................................................... 41 SERVICE CATALOG ....................................................................................................................................... 55 SERVICE CATALOG 1 .................................................................................................................................... 66 SERVICE CATALOG 2 .................................................................................................................................... 88 PRICE LIST ................................................................................................................................................... 115 EXAMPLE SERVICE CATALOG .................................................................................................................... 119 SERVICE OPTIONS ....................................................................................................................................... 120 ROLES AND RESPONSIBILITIES ................................................................................................................ 126 SERVICE DESIGN: THE BIG PICTURE ....................................................................................................... 128 KEY LINKS, INPUTS AND OUTPUTS OF SERVICE DESIGN ....................................................................... 131 BUSINESS JUSTIFICATION ........................................................................................................................ 134 COMMUNICATION PLAN ............................................................................................................................ 140 BUSINESS IT FLYERS ................................................................................................................................ 148 EMAIL TEXT ............................................................................................................................................... 152 IMPLEMENTATION PLAN ............................................................................................................................ 157 FURTHER READING ................................................................................................................................ 167
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1
INTRODUCTION ROADMAP
Many organizations are looking to implement Service Catalog Management as a way to improve the structure and quality of the business. This document describes the contents of the Service Catalog Management Guide. The information found within the book is based on the ITIL Version 3 framework, specifically the Service Level Management and Service Catalog Management processes. The book is designed to answer a lot of the questions about Service Catalog Management and provide you with useful guides, templates and essential, but simple assessments. The supporting documents and assessments will help you identify the areas within your organization that require the most activity in terms of change and improvement. Presentations can be used to educate or be used as the basis for management presentations or when making business cases for Service Catalog Management implementation. The additional information will enable you to improve your organizations methodology knowledge base. This guide serves to act as a starting point. It will give you a clear path to travel. It is designed to be a valuable source of information and activities.
The Service Catalog Management Guide: Flows logically, Is scalable, Provides presentations, templates and documents, Saves you time.
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Step 1 Start by reviewing the PowerPoint presentations in the following order: 1. Service Catalog Management Intro Presentation.-This presentation gives an introduction to the book. 2. Service Catalog Management ITIL V3 - Presentation 2 provides a detailed and comprehensive overview of Service Catalog Management in the specialist areas of ITIL Version3 and in particular, within the Service Level Management and Service Catalog Management processes as part of the Service Design phase. These presentations will give you a good knowledge and understanding of all the terms, activities and concepts required within Service Catalog Management. They can also be used as the basis for management presentations or when making a formal business case for Service Catalog Management implementation. Make sure you pay close attention to the notes pages, as well as the slides, as references to further documents and resources are highlighted here.
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Step 2 If you did not look at the supporting documents and resources when prompted during the PowerPoint presentations, do this now. Below is an itemized list of the supporting documents and resources for easy reference. You can use these documents and resources within your own organization or as a template to help you in prepare your own bespoke documentation. Service Catalog Management ITIL V3: 1. Policies, Objectives & Scope 2. Objectives and Goals 3. Business and IT Service Mapping 4. Service Catalog 5. Service Catalog 1 6. Service Catalog 2 7. Price List 8. Example Service Catalog 9. Service Options 10. Roles and Responsibilities 11. Service Design: The Big Picture 12. Key Inputs and Outputs of Service Design 13. Business Justification Document 14. Communication Plan 15. Business IT Flyers 16. Example Email Text Alternatively, continue by working through the Implementation Plan with the focus on your organization. This will help you ascertain the Service Catalog Management maturity for your organization. You will able to identify gaps and areas of attention and/or improvement. The supporting documents and resources found within the book will help you fill these gaps by giving you a focused, practical and user-friendly approach to Service Catalog Management.
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2
PRESENTATION
Service Catalogue Management and ITIL V3
GOAL: To deploy releases into production and establish effective use of the service in order to deliver value to the customer and be able to handover to Service Operation.
There is a Policies, Objectives & Scope document on page 31.
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Service Design
Service Level Management
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Activities of Service Level Management Service Design
Continual Service Improvement
Determine Requirements
Monitor
Development
Delivery
Negotiate & Agree
Design & Plan Process
Improve
Report
Evaluate
Source: The Art of Service
Service Level Management (SLM) is a process that is found within two Service Lifecycle phases: Service Design and Continual Service Improvement.
Within Service Design, Service Level Management is concerned with: •
Designing and planning the SLM process and the Service Level Agreement (SLA) Structure.
•
Working with Service Catalog Management to design and produce the Service Catalog.
•
Determining the requirements of customers groups to produce Service Level Requirements (SLRs)
•
Negotiating and Agreeing upon the relevant Service Level targets with customers to produce Service Level Agreements
•
Negotiating and Agreeing upon the support elements required by the internal IT groups and External Suppliers to produce Operational Level Agreements (internal) and Underpinning Contracts (external).
Within Continual Service Improvement, Service Level Management is concerned with improving services and processes through constant: •
Monitoring
•
Reporting
•
Evaluating
•
Improving
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Terminology (1) Operational Level Agreement Service Level Agreement
Service Catalogue
Service Level Requirements
Underpinning Contract
A written agreement between a service provider and Customers), that documents agreed Service Levels for a Service is known as a Service Level Agreement (SLA).
A written statement of IT services, default levels and options is a Service Catalog.
A contract with an external supplier that supports the IT organization in their delivery of services is known as an Underpinning Contract (UC).
An Internal agreement which supports the IT organization in their delivery of services is an Operational Level Agreement (OLA).
A detailed recording of the Customer’s needs are Service Level Requirements.
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Terminology (2) Customers
Service Level Management Supplier Management UC
OLA
SLA
Internal
External
suppliers
suppliers
So what are the roles of OLA's and UC's? They are agreements with the internal IT departments and external suppliers on how they support the IT organisation in meeting the Service Level Agreements.
Use your own practical example here: I describe how McDonalds has the SLA stating that they will get your food to you within two minutes of your order, or it’s free. I discuss what needs to occur within that McDonalds restaurant itself in order for this to happen (OLA's), fries, burgers, drinks, cashiers etc. I then discuss what external suppliers need to do to support this (Underpinning Contracts), food supplies, consumables, maintenance, power, electricity, EFTPOS lines for point of sale etc.
Without any of these things, the SLA would be in danger of being breached.
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SLA Life Cycle • • • • • • •
Create Service Catalogue Discuss Service Level Requirements with customer Map against Service Catalogue Sign Service Level Agreement Ongoing (frequent) review of achievements Appendices (where appropriate) Review and renew SLA
There is more information on Business and IT Service Mapping on page 41.
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Service Design
Service Catalogue Management
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Service Catalogue Management GOAL: To ensure that a Service Catalogue is produced, maintained and contains accurate information on all operational services and those ready for deployment.
You can find more information on Objectives and Goals on page 35.
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Scope The scope of the Service Management process is to provide and maintain accurate information on all services that are being transitioned or have been transitioned to the live environment.
The Service Catalog Management activities should include:
Definition of the service Production and maintenance of an accurate Service Catalog Interfaces, dependencies and consistency between the Service Catalog and Service Portfolio Interfaces and dependencies between all services, and supporting components and Configuration Items (CI's) within the Service Catalog and the CMS
Examples of Service Catalogs and a Service Catalog template are available within this book:
Service Catalog – Page 55 Service Catalog 1 – Page 67 Service Catalog 2 – Page 89 Price List – Page 117
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Service Catalogue The Service Catalogue has two aspects:
Business Service Catalogue
Technical Service Catalogue
Business Service Catalog: contains details of all the IT service delivered to the customer, together with relationships to the business units and the business process that rely on the IT services. This is the customer view of the Service Catalog.
Technical Service Catalog: contains details of all the IT service delivered to the customer, together with relationships to the supporting services, shared services, components and Configuration Items necessary to support the provision of the service to the business. This should underpin the Business Service Catalog and not form part of the customer view.
An example of this type of Service Catalog, as described in ITIL V3, is available within this book:
Example Service Catalog – Page 121
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The Service Catalogue
© Crown Copyright 2007 Reproduced under license from OGC
Business Service Catalogue
Business Process 1
Business Process 2
Business Process 3
Service A
Service B
Service C
Service D
Support Services
Hardware
Software
Apps
Service E
Data
Technical Service Catalogue
This demonstrates the Business Service Catalog and Technical Service Catalogs and the different views they represent.
There is more information on Service Options on page 123.
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Key Activities
The key activities within the Service Catalog Management process should include: •
Agreeing and documenting a service definition with all relevant parties Interfacing with Service Portfolio Management to agree the contents of the Service Portfolio and Service Catalog
•
Producing and maintaining a Service Catalog and its contents, in conjunction with the Service Portfolio
•
Interfacing with the business and IT Service Continuity Management on the dependencies of business units and their business processes with the supporting IT services, contained within the Business Service Catalog
•
Interfacing with support teams, suppliers and Configuration Management on interfaces and dependencies between IT services and the supporting services, components and CI’s contained within the Technical Service Catalog
•
Interfacing with Business Relationship Management and Service Level Management to ensure that the information is aligned to the business and business process
Further information is available on the Roles and Responsibilities of Service Catalog Management and Service Level Management on page 129.
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Inputs & Outputs Input sources of information relevant to the Service Catalogue Management process
Output new services, changes to existing services or services being retired
Sources of information should include: •
Business information from the organization’s business and IT strategy, plans and financial plan, and information on their current and future requirements from the Service Portfolio
•
Business Impact Analysis, providing information on the impact, priority and risk associated with each service or changes to service requirements
•
Business requirements including details of any agreed, new or changed business requirements from the Service Portfolio
•
The Service Portfolio and CMS
•
Feedback from all other processes
The process outputs of SCM are: •
The documentation and agreements of a ‘definition of the service’
•
Updates to the Service Portfolio containing status of all services The Service Catalog should contain the details and current status of every live service provided by the service provider or service being transitioned into the live environment, together with the interfaces and dependencies.
You can find more information on Service Design The Big Picture on Page 131 and the Key Links, Inputs and Outputs of Service Design on Page 134.
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Information Management The key information is that contained within the Service Catalogue. The main input for this information comes from the Service Portfolio and the business via either the Business Relationship Management (BRM) or Service Level Management (SLM) processes. All information needs to be verified for accuracy and must be maintained using the Change Management process
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Value to the Business The Service Catalogue: • Provides a central source of information • Ensures all areas of the business can view an accurate, consistent picture of all IT services, their details and status • Contains customer-facing view of IT services in use, how they are intended to be used, business processes they enable and quality of service to be expected.
There is a Business Justification Document template available on page 137.
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CSF’s The Critical Success Factors (CFS’s) for the Service Catalogue Management process are: • An accurate Service Catalogue • Business user’s awareness of the services being provided • IT staff awarenes of the technology supporting the services
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KPI’s • # of services recorded and managed within the Service Catalogue as a % of those being delivered and transitioned in the live environment. • # of variances detected between the information contained within the Service Catalogue and the ‘real world’ situation. • Business users’ awareness of the services being provided, i.e. percentage increase in completeness of the Business Service Catalogue against operational services.
In addition, IT staff awareness of the technology supporting the services is another KPI.
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Challenges •
•
Maintaining accurate Service Catalogue as part of a Service Portfolio. Incorporating both the Business Service Catalogue and Technical Service Catalogue as part of the overall CMS and SKMS.
In order to achieve this, the culture of the organization needs to accept that the Catalogue and Portfolio are essential sources of information that everyone within the IT organization needs to use and help maintain.
A Communication Plan template is available on page 143 and some example Business IT Flyers can be found on page 153.
You can also find some example Email Text on page 158.
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Risks
The risks associated with the provision of an accurate Service Catalog are: •
Inaccuracy of the data in the catalog and it not being under rigorous Change control
•
Poor acceptance of the Service Catalog and its usage in all operational processes. The more active the catalog is, the more likely it is to be accurate in its content.
•
Inaccuracy of information received from the business, IT and the Service Portfolio, with regard to service information
•
The tools and resources required to maintain the information
•
Poor access to accurate Change Management information and processes
•
Poor access to and support of appropriate and up-to-date CMS and SKMS
•
Circumvention of the use of the Service Portfolio and Service Catalog
•
The information is either too detailed to maintain accurately or at too high a level to be of any value. It should be consistent with the level of details within the CMS and the SKMS.
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3
SUPPORTING DOCUMENTS
Through the documents, look for text surrounded by << and >> these are indicators for you to create some specific text. Watch also for highlighted text which provides further guidance and instructions.
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3.1
Policies, Objectives & Scope
IT Services Policies, Objectives and Scope Process: Service Level Management
Status:
In draft Under Review Sent for Approval Approved Rejected
Version:
<
>
Release Date:
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Policies, Objectives and Scope for Service Level Management The document is not to be considered an extensive statement as its topics have to be generic enough to suit any reader for any organization. However, the reader will certainly be reminded of the key topics that have to be considered. Refer to the Implementation Plan document on page 163 for planning and implementation guidelines.
Policy Statement A course of action, guiding principle, or procedure considered expedient, prudent, or advantageous Use this text box to answer the “SENSE OF URGENCY” question regarding this process. Why is effort being put into this process? Not simply because someone thinks it’s a good idea. That won’t do. The reason has to be based in business benefits. You must be able to concisely document the reason behind starting or improving this process. Is it because of legal requirements or competitive advantage? Perhaps the business has suffered major problems or user satisfaction ratings are at the point where outsourcing is being considered. A policy statement any bigger than this text box, may be too lengthy to read, lose the intended audience with detail, not be clearly focused on answering the WHY question for this process.
The above Policy Statement was; Prepared by: On:
<>
And accepted by: On:
<>
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Objectives Statement Something worked toward or aimed for; a goal. Use this text box to answer the “WHERE ARE WE GOING” question regarding this process. What will be the end result of this process and how will we know when we have reached the end result? Will we know because we will establish a few key metrics or measurements or will it be a more subjective decision, based on instinct? A generic sample statement on the “objective” for Service Level Management is: The Service Level Management process aims to improve, while maintaining, IT Service delivery quality. Actions to achieve this include the requirement to conduct repetitive actions that include reporting, agreeing and monitoring. The process must review Service Achievements against customer expectations and take steps to improve or modify Service Delivery accordingly. Note the keywords in the statement. For the statement on Service Level Management they are “report, agree and monitor”. These are definite areas that we can set metrics for and therefore measure progress. An objective statement any bigger than this text box, may be too lengthy to read, lose the intended audience with detail, not be clearly focused on answering the WHERE question for this process.
The above Objective Statement was; Prepared by: On:
<>
And accepted by: On:
<>
Refer to the Objectives and Goals document on page 35 for detailed statement of process objectives/goals.
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Scope Statement The area covered by a given activity or subject Use this text box to answer the “WHAT” question regarding this process. What are the boundaries for this process? What does the information flow look like into this process and from this process to other processes and functional areas? A generic sample statement on the “scope” for Service Level Management is: Through the use of agreements written in the form of documents the SLM process will manage relationships between providers of IT services that are both external to the organization and internal to the organization. These external agreements shall be referred to as Underpinning contracts and the internal agreements will be called Operational Level Agreements.
An scope statement any bigger than this text box, may be too lengthy to read, lose the intended audience with detail, not be clearly focused on answering the WHAT question for this process.
The above Scope Statement was; Prepared by: On:
<>
And accepted by: On:
<>
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3.2
Objectives and Goals
IT Services Detailed Objectives/Goals Process: Service Level Management
Status:
In draft Under Review Sent for Approval Approved Rejected
Version:
<>
Release Date:
Note: SEARCH AND REPLACE <> Search for any << or >> as your input will be required Also review any yellow highlighted text
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Detailed Objectives/Goals for Service Level Management The document is not to be considered an extensive statement as its topics have to be generic enough to suit any reader for any organization. However, the reader will certainly be reminded of the key topics that have to be considered. The detailed objectives for Service Level Management should include the following salient points: Objective
After they have been agreed upon a specific objective for the process is to continue reporting metrics. This is an activity that is often forgotten over time or simply not done from the out-set.
Notes
Met/Exceeded/Shortfall ☺ Dates/names/role titles
Appoint/Recruit the SLM team and provide on-going awareness, education and training for staff involved with the process and communication to non-involved, but affected personnel. Setting schedules for reviews of Service Level Agreements and associated supporting documentation. Arranging the logistics of bringing the involved parties together (at intervals that are not considered to be a “nuisance” but will allow the process objective to be upheld. Monitor customer and end-user satisfaction levels. Monitor the marketplace for appropriate process tools and make recommendations. Design, manage and implement an awareness/communication plan appropriate for this process.
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Use these objectives to generate discussion about others that may be more appropriate to list than those provided. Failure to meet objectives (or when service breaches are detected) should trigger a process for improvement. Under the Service Level Management process, we refer to this as a Service Improvement Plan (SIP). Service Improvement Plan (SIP) Where an underlying difficulty has been identified that has lead to a degradation in service quality it is necessary for the Service Level Management process to start a Service Improvement Plan (SIP). The SIP must be drawn together with input from other processes (in particular Problem Management) so that the action steps in the SIP do in fact contribute to improvements and eradication of poor performance. Areas to address SIP Reference number
Owner
Comments/Examples
Time Frame/Notes/Who
Unique identifying number for the SLA (for inclusion in the Configuration Management Data Base – CMDB)
Functional role description of who is responsible for this SIP (who would participate in a review of this document). Representatives from customer and IT.
Service Name
Service Description (Business) (refer to Technical Considerations later in this table)
Preferably use a name that is common language in the organization (not a technical name).
Briefly describe the primary function of the service. Use language that is business user friendly.
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(e.g. instead of “NT Server, with 2Gb RAM and 500Gb of disk storage” – we would say “large central server designed for all customers to use and share information from”)
Service Breach(s) details (refer to Problem & Availability Management issues).
Problem Management details
The SIP will generally be based on broken SLAs. Use this section to briefly detail in generic terms why this SIP is required.
The SIP will be driven as a result of the need to improve degraded performance. It is likely that there have been continuing Problems that have led to the service degradation. From Problem Management we can gain a better understanding of the background to the SIP.
Availability Management details
After the SIP is instigated the end users and customers should expect a higher level of service availability than they have in the past. The SIP must directly address the issue of availability by reviewing the past, current and future availability metrics for this service.
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Service Security Considerations
SIP Validity period
SPECIFIC SIP ACTIONS
Briefly list any considerations regarding security considerations for this SIP.
Is there a life-span for this SIP; is the life of the SIP time based or driven by activities only?
This part of the SIP will outline actual steps to be taken to improve availability and eradicate poor performance. This section of the SIP can be run as a Project if large enough, or as a simple list of action items, responsible person and timeframe. Action items will centre on discussions, negotiations, communications, documentation (new and updates to existing), testing, reviews, training/education and reworking current procedures and work practices. (Note: don’t forget to track changes and ensure the Configuration Management database is updated).
Version Control Information
SIP Creation Date SIP Last Modify Date
Technical considerations
In this section you can describe any technical considerations that are
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essential to document. It is more likely however, that you will include here a link to the Service Catalog or Technical Specification.
Notes & Comments
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3.3
Business and IT Service Mapping
IT Services Business and IT Service Mapping Process: Service Level Management
Status:
In draft Under Review Sent for Approval Approved Rejected
Version:
<>
Release Date:
Note: SEARCH AND REPLACE <> Search for any << or >> as your input will be required Also review any yellow highlighted text
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Document Control Author Prepared by Document Source This document is located on the LAN under the path: I:/IT Services/Service Delivery/Business and IT Service Mapping/ Document Approval This document has been approved for use by the following: ♦
, IT Services Manager
♦
, IT Service Delivery Manager
♦
, National IT Help Desk Manager
Amendment History Issue
Date
Amendments
Completed By
Distribution List When this procedure is updated the following copyholders must be advised through email that an updated copy is available on the intranet site: <> Business Unit
Stakeholders
IT
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Introduction Purpose The purpose of this document is to provide IT departments with an understanding of how the IT Services provided map to the organization’s business processes. Scope This document describes the following: details of each Business Process and the corresponding IT Service provided by the IT departments within the organization: description of business process description of service business contacts service contacts Note: It is assumed for each Business Process and IT Service described in this document that the supporting back-end technology is already in place and operational. Audience This document is relevant to all staff in <> Ownership IT Services has ownership of this document in conjunction with nominated Business Representatives. Related Documentation The following documents may help you to complete or understand the purpose of this document: Relevant SLA and procedural documents Relevant IT Services Catalog Relevant Technical Specification documentation Relevant Functional Specification documentation Relevant User Guides and Procedures
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Executive Overview In the past organization’s IT Services functions have generally grown and developed into large complex environments. Unfortunately this growth has not always been as structured and pre-planned as it should have been. The result has been an IT department not having a very clear picture of all the services they currently provide, and with no accurate profile of the actual customers for each of these services. With increasing demands being placed on IT services and increasing reliance on IT systems, it has become imperative for the IT department to establish an accurate picture of the services it provides and to whom it provides them. This document describes an approach for mapping IT Services to the Business Process. That is, mapping what services are provided by IT to the business areas that use them.
Mapping Business Process and IT Service: An approach Most organizations now understand the benefits of having Information Technology (IT) throughout their structure. Few realize the potential of truly aligning the IT department’s objectives with the business objectives. However, more and more organizations are beginning to recognize IT as being a crucial delivery mechanism of services to their customers. When the IT services are so critical, steps must be in place to ensure that the IT group adds value and delivers consistently. In line with this concept, the first step in mapping IT Services to the needs of the business is to understand the organization. An organization starts with a Mission Statement. The Mission Statement for an organization defines its reason for being. Once we capture the Mission Statement, the next thing to look at is the Vision Statement. The Vision Statement defines where it is that the organization wants to go. By understanding where the organization wishes to position itself within its market space, then we can start looking at how its short term and long term objectives align with this. At this point we need to see the “objectives and strategy” of the organization. By having this information, IT departments are more likely to be aware of the pressing business issues and needs that may impact on the services that they provide. For example, the organization may have an objective of expanding its business into new markets within the next 12 months, requiring additional
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offices and staff. The direct impact on IT departments would be the successful planning of capacity of new IT Services, the successful planning of how to change our current services to meet the demands of the business, and being flexible enough to meet these demands. However, an objective is not sufficient enough to determine how IT departments should be delivering its services. The organization will meet these objectives by changing, enhancing or creating new business processes. For example, Administration staff may need additional resources, a new ordering package may be required, or perhaps a new billing process needs to be implemented to meet these objectives. Therefore, after capturing the organizational objectives, we need to understand how these map to current business process, if the current business processes are changing or if they are becoming obsolete and if there will be any new business processes. This is where the IT departments need to capture the Business Processes being used by the organization. Once the IT departments have a clear view of each of the business units involved in the business process, we need to capture the fact that the business processes need one or more IT services (e.g. CRM application, email, word processing, financial tools) to function. Each of these IT services runs on IT infrastructure. This is where IT departments now map the IT Services to those Business Processes listed above. With this information IT Departments will now be able to clearly see how their IT Infrastructure / IT Services supports the business. This allows IT to better deliver IT aligned Services to the organization. A simple model for this approach is illustrated below. • • •
What are the Objectives of the organization? What is its Mission and Vision? What Business Processes are in place or will be in place to meet these needs? What IT Services are needed or in place to service the Business Processes?
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Business Objectives
Business Processes
IT Services
Mission Statement A mission statement describes the reason for the organization’s being. Without an understanding of the mission statement of an organization, it becomes hard to define what it is that the organization is trying to achieve. In this section of the document capture the mission statement of the organization. It is important to show that the IT department is aware of the business.
Vision Statement In this section, document the Vision statement for the organization. Below is a text example of what may be included in this section. Listed below is the Vision Statement for <>: • • • • •
Quality Care Convenient Service Good Experiences Care at Competitive Prices Service You'll Recommend to Friends and Family
These are the major goals of the staff at <>. With over xxx services and xxx staff, we constantly strive to provide the highest-quality service throughout the xxxxxxxx. >>
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Business Process Summary The below table is an example of a Business Process Summary Table. Columns and Rows can be added as needed. A more detailed breakdown of each process name is provided in the following pages. << Business Process Name: The name of the process if available Process Owner: The name of the Department head or Business Representative for the process Description: A brief description of the process Department(s): The Department(s) that is involved or uses this process Parent Process: Any process that may be considered a lead into this process or is seen has having a higher business criticality Triggers: What causes the process to start? This is important as IT can then determine if and how their Services interact with other business process or external organizations. >> BUSINESS Process Name
Process Owner
Description
Department(s)
Parent Triggers Process
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Business Process A This section of the document should be repeated for each Business Process. Department Name of the department Process Name of the process, and official abbreviation, if any Process Owner Name of the Department head or person responsible for ensuring the effectiveness and efficiency of the process. Description Briefly explain the purpose of the business process. Parent Business Activity/Process Name of the parent business activity or process, if any Primary Product(s) List the primary product(s), and explain if necessary. Identify the customer for each primary product. Trigger(s) List the event(s) that trigger the process. (Triggers can be a calendar date, as well as an actual event.) Sub-processes If the process is subdivided, list the sub-processes here. Standard Path Events/Activities List the important activities and/or events that occur as part of the standard path for this process. If an activity or event occurs in a specific subprocess, identify the sub-process that includes the activity/event. Note any locations where an alternative path breaks off from the standard path.
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Alternative Path Events/Activities List the important activities and/or events that occur as part of the alternative path for this process, beginning with a note on where the alternative path breaks off from the standard path, and ending with a note on where the alternative path rejoins the standard path, if it does. If an activity or event occurs in a specific sub-process, identify the sub-process that includes the activity/event. Inputs List the inputs to the process, and explain if necessary. Identify the source of the input. If the input is specific to a sub-process, identify the subprocess. Secondary Products List the by-products, or minor outputs that result from the process. Identify the customer for each output. If the secondary product is specific to a subprocess, identify the sub-process. Participants List the participants (actors) in the process, and explain their function briefly. If the participant is active only in a specific sub-process, identify the sub-process. IT Services The following section provides a table for capturing those IT Services that help support the business process described in this section. << Fields: •
IT Service:
In this field capture the name of the IT Service. A likely source of for this information would be the IT Service Catalog.
•
Description:
Write a brief description about the service.
•
IT Service Owner:
List any responsibilities for this IT Service. This would include the owner of the IT Service and any additional support personnel that are involved in the deliver of the IT Service.
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•
Hours of Availability:
List the hours of support for the particular IT Service. E.g. 24 hours x 7 Days per week, Monday – Friday: 8.00am – 6.00pm, etc.
•
Contract:
Is the IT Service provided under the agreement of a contract? If so, it is important to capture any contracts that may be in place for the IT Service. Contracts will have a direct impact on how the IT Service is delivered.
•
Service Level Agreements:List any applicable SLAs for the IT Service.
•
Impact:
If the particular IT Service was unavailable, how would this impact on the Business Process.
>> This table should be used on a landscape page layout. IT Service
Description
IT Service Owner
Hours of Availability
Contract
Service Level Agreements
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Business Process B Department Process Process Owner Description Parent Business Activity/Process Primary Product(s) Trigger(s) Sub-processes Standard Path Events/Activities Alternative Path Events/Activities Inputs Secondary Products Participants IT Services
IT Service Description
IT Service Hours of Owner Availability
Contract
Service Level Agreements
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Business Process and IT Service Summary This section provides a summary matrix table of the business processes and their corresponding IT Services. This is a comprehensive summary table designed to be tailored for your needs. If necessary add or remove rows and columns as needed. A simpler matrix may be just as effective for your needs. The table breaks down the IT Services and offers you the ability to capture the owner of the IT Service, the impact of the service on the business process and the agreed service hours. The impact is an arbitrary value that IT and the business need to agree upon. These values may be defined within the Service Catalog or the Service Level Agreements. The table also breaks down the Business Processes and offers you the ability to capture the department(s) that are involved in that particular business process, the business owner of the process, and the business rating. The Business Owner may be hard to define in an organization, in this instance there maybe a number of owners of the process which would generally be made up of the Department heads. The Business Rating is also an arbitrary value that the business needs to agree upon. In most instances each department will rate their business processes Critical or Very High. The easy way to determine the Business Rating of the process would be to ascertain if the business could still deliver its services if that business process was unavailable for a period of time.
Business Process A Department
Owner
Business Process B Business Rating
Department
Owner
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IT Services
Owner Service A
Impact Service Hours Owner
Service B
Impact Service Hours Owner
Service C
Impact Service Hours Owner
Service D
Impact Service Hours
Accounting
<<Business Process Owner>>
Very High
Admin
<<Business Process Owner>>
<> Very High 24 x 7 <> High Mon-Fri: 8am 6pm <> Medium Mon-Sat: 6am 6pm <> Low Mon-Fri: 6am 10pm
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Appendices List any appendices needed in conjunction with this document. Terminology IT Infrastructure: includes hardware, software, procedures, policies, documentation, etc.
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3.4
Service Catalog
IT Service Management Service Catalog
<>
Prepared by:
<>
Prepared for:
<>
Date:
<>
Special notes: E.g. Does the Service Catalog have a limited life span, if so, indicate that here.
Search for any instance of << or >> as your input will be required.
Version number
Owner
Location
Date
<>
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In the past organization’s IT Services have generally grown and developed into large complex environments. Unfortunately this growth has not always been as structured and pre-planned as it needs to be. This has resulted in the IT department not having a very clear picture of all the services they currently provide with no accurate profile of the actual customers for each of these services. Therefore it has become imperative for the IT department to establish an accurate picture of the services it provides. This can be done through a comprehensive IT Service Catalog. The Service Catalog must be developed in conjunction with customers, who are better able to describe what they see as “services” than an IT person. If there is an asset register or configuration management database (a concept from the ITIL Configuration Management process) these are good sources of information. <> The Executive Overview should establish the reason for this documents existence and its benefit back to the business. The above words are generic and can be tailored to suit your organization.
Scope It is imperative to determine the scope of the document. What will be included in the document and why, and what will not be included in the document and why. It is also advisable to establish a common understanding of some of the terminology used throughout the document. For example, the scope section should determine the definition of a Service. The Service Catalog will list all of the IT services currently being provided to our organization. The Service Catalog will provide a summary of the service characteristics, and details of the users and those responsible for ongoing maintenance of each service. <
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write a service catalog on all services except those in a mainframe environment. Any restrictions and assumptions you make in developing the document should be listed here. Don’t think that everyone will be able to clearly understand what you see as the scope of the document. List these sorts of things in bullet points for easier readability>> Restriction 1 Text description Restriction 2 Text description Restriction x Text description Assumption 1 Text description Assumption 2 Text description Assumption x Text description For the purpose of this document, a service will be defined as the following: One or more IT Systems which enable a business process <> <>
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Service Summary Sheet In this section list all Service and the customers that they apply to. This section of the Service Catalog indicates the names of the services that will be expanded in later sections and the end users of these services. This page/s is a useful check list to take to negotiations regarding service delivery, to determine if there are new services or others that should be renamed to more accurately reflect their purpose. <> Remember for each service listed here you need to duplicate the following section (section 5) that number of times.
Service
Accounts
Sales
Customers Marketing Legal
Production
Retail
SERVICE A Eg. Accounts System Eg. Email Eg. Intranet Eg. Internet Service x Service x Service x
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Service A Description In this section provide a detailed description of the Service being provided. This description should be easy to read and written in a non-technical manner. Customers In this section provide a list of customers that currently use this service. Options Option Type Gold Silver Bronze
Availability
Response
Capacity
Recovery Options
Service Times
Price List In this section you should list all charging and cost information that makes up this service. <>
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Dependencies & Contributors List all other services that may depend on this particular service. PLEASE NOTE THAT THE FOLLOWING TABLE CAN BE MODIFIED BY YOU OR PUT ONTO A SEPARATE PAGE/SECTION AND PUT INTO A LANDSCAPE VIEW FOR EASIER READABILITY. <> <> <> Dependant Service
Description
Impact on Service A
Service Level Agreement #
Operational Underpinning Level Contracts Agreement #
Dependant or contributor
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Functional Specification Include in this section any references to additional Functional Specifications for this service. This should be simple to read and understandable by non-IT literate people <> <> Technical Specification Include in this section any technical information that is pertinent to the Service. This section may point to additional documentation. <
You might use Computers connected together over long distances Central computer that holds information that can be accessed by many people The ability of the computer to perform many different functions at the same time The speed at which the computer should be expected to perform different tasks.
Etc. Support Activities Included in this section any supporting activities that need to occur to maintain the service. This would include scheduled maintenance times etc. Perhaps the service will be unavailable at certain times of the time or days of the week. If there are major scheduled outages for this service, then they should also be referenced in the Forward Schedule of Changes (FSC). The FSC is a concept described under the ITIL Change Management process (see product CHG7700 Forward Schedule of Changes Template). <>
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<
Customer
Description
Availability
Response
Capacity
Recovery Options
Service Times
Existing SLAs Cross reference to any existing Service Level Agreements (SLAs) and contracts associated with this particular service. Contract
SLA #
SLA Type
Customer
Corporate Based Customer Based Service Based <>
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Corporate Based: covering all the generic Service Level Management (SLM) issues appropriate to every customer throughout the organization. Customer Based: covering all SLM issues relevant to the particular Customer group, regardless of the service being used. Service Based: cover all SLM issues relevant to the specific service, in relation to this specific Customer group (one for each service covered by the SLA). Restrictions If this service is restricted to a certain group or for use at certain periods of time, week, month, etc. then you would detail those restrictions here. Remember to keep the description brief.
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Appendices Include any applicable appendixes that are needed.
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Terminology Make sure that all terminology is captured and documented correctly.
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3.5
Service Catalog 1
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Introduction to ACME IT ACME IT (ACME IT) is a Division of the ACME Information Services. ACME IT provides server administration and a variety of distributed computing services to Business departments. ACME IT also provides technical consulting and staffing services to support departmental technical staff and ensure consistent technical assistance for Business end users. This Service Catalog provides descriptions of ACME IT services, the benefits that customers will achieve through using ACME IT, and the prices of ACME IT services. Prices in this Catalog are valid from xx/xx/xx to xx/xx/xx. ACME IT services include: Server Management Services Server Administration
Distributed Computing Services
Consulting and Staffing Support Services
Desktop Support Package Limited Purpose Computer Support Application Patch Management Data Storage Networked Printer Management Additional Distributed Computing Services
Consulting and Technology Planning Hourly and Short Term Support Technology Partner Program
To purchase any of the services described here, Departmental representative should contact: Customer Service Manager ACME IT
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Server Management Services Server Administration
ACME IT will help plan, deploy, and manage key operational aspects of your department’s server, operating system software, and network access to a defined scope of business applications. ACME IT will ensure compliance and integration with required existing and planned technology platforms, and will ensure the physical security and electronic access security of the assets within the hosted environment.
Service Description and Benefits Service Description Installation and configuration of standard server operating systems Standard operating systems are described in Section 2.1.2, Service Cost Full operating systems administration, including maintaining patch levels Assistance with vendor installation, upgrade and configuration of business application software Configuration of applications on the server 24/7 monitoring of system performance and application availability Problem notification and follow-up with Department Site Contact and/or business application software vendor Technical support for problem resolution Troubleshooting of server-side problems with applications Application re-starts Information system security, virus protection and user account management Act as Departmental Technical Liaison for covered servers Capacity planning Technical consulting Change control management Customer support for server management service through the ACME IT Help Line Includes appropriate level of administrative rights granted to departmental IT staff
Customer Benefits 24/7 monitoring and response by qualified technical staff to assure maximum use and minimum server downtime Highly secure systems to safeguard important data, including the following features: Access Control: Allows for quick and easy rights assignment, transparent to the end user High Usability: Non-intrusive security measures that are both secure and easy to use C2 Security Ratings: Technology tested and rated by the Department of Defense
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Coordinate with Operations to ensure routine backup of data stored on server is completed (Note: Data Backup for servers is provided for an additional fee through a contract with the Operations Unit. Please call xxx for more information.)
Service Cost $237.50 per server per month for servers with standard operating systems and standard server hardware Standard server hardware: Dell PowerEdge Standard server operating systems: Windows 2000 or higher, Novell Netware, Linux Redhat v9 or higher, and Linux SUSE v9 or higher $237.50+X per server per month for servers with non-standard operating systems and/or non-standard hardware Additional Information and Related Services If the server is located in the Computer Center, a separate contract with the Operations Unit is required for the provision of physical security, networking and data backup. Please call xxx for more information. Prior to the provision of Server Administration services, the user Department must identify the following: Server hardware and operating system software (Note: This information will be included in the contract. Changes to server hardware or operating system will require an addendum to the contract and may incur an additional fee if the new hardware or operating system is non-standard.) Applications that will be housed on the server Application support model (i.e., what individuals/groups within the Department are responsible for assisting users with the application) Vendor contact information The user Department is responsible for assisting and training Department staff in the use of the application, troubleshooting the client side of the application, and for adjusting the client interface to suit the Department’s needs. The user Department is responsible for all hardware and software costs.
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Distributed Computing Services Desktop Support Package ACME IT will maintain and enhance employee productivity by providing standardized, yet personalized desktop configurations which include system utilities and campus services that allow your workstation to perform seamlessly. If problems do occur, ACME IT will provide troubleshooting and issue resolution on desktop/laptop hardware and software. ACME IT provides onsite and/or emergency remote desktop support 24x7x365 and acts as your Departmental Technical Liaison. Through consistent support of the desktop environment, users will have access to shared Business resources such as collaboration environments, e-mail, application services, and infrastructure services. ACME IT also is your gateway for referrals to any other technical services required for users of devices under contract with ACME IT. Service Description and Benefits Service Description Onsite desktop support from 8:00 a.m. – 5:00 p.m. Monday – Friday, and emergency remote support 24x7 Capacity planning and technology upgrade planning Consultation services on standard workstation configurations and procurement choices to meet customer needs Hardware and software purchasing assistance, including bulk order purchases of computer hardware Workstation delivery and set up Installation and support of standard operating system, commercially developed business productivity software and office suites (in accordance with Business policies), anti-virus software and department-specific applications ACME IT uses a standard image and will reinstall Department-specific applications as needed. Users may need to reset personal settings after a computer is re-imaged. Standard operating systems are described in Section 3.1.2 Installation of printer drivers for networked printers Includes ACME IT Application Patch Management service: Ongoing provision of patches and service packs for operating systems and standard applications, anti-virus software upgrades and security updates (See Section 3.3, Application Patch Management) Workstation moves, adds, changes
Customer Benefits Standard and secure desktop environments systems Access to qualified technical resources Productive working environment with limited down time Dedicated staff and resources to solve your IT problems Secured access to data files from any desktop in the employee’s department and from remote workstations
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Service Description
Customer Benefits
Installation of standard peripherals Standard peripherals are described in Section 3.1.2 User administration Customer support through the ACME IT Help Line Problem determination and resolution Technical support In some cases, ACME IT technical support staff may recommend replacing hardware if it cannot be efficiently and cost-effectively repaired by ACME IT Orientation for new customers through one-onone or departmental meetings Acts as the System Administrator for machines contracted for this support If all departmental machines are contracted for this support, ACME IT can be designated the Departmental Technical Liaison if requested by the department Referral to other Business IT resources (Note: Other Business IT resources may charge a fee for the services they provide.) Includes ACME IT Data Storage service: Data storage, backup and recovery of data stored on ACME IT file servers (See Section 3.4, Data Storage) Remote access services for customers in remote locations Includes appropriate level of administrative rights to ACME IT servers granted to departmental IT staff
Service Cost $36 per month per standard workstation A workstation is an independent computer that does not service any other computer. A standard workstation uses a standard operating system and has a standard hardware configuration. A standard workstation may run some discipline specific software. Standard operating systems: Microsoft Windows 2000/XP, Macintosh X Standard workstation hardware: Dell Optiplex desktop, Dell Latitude laptop, or Macintosh G4 or higher that are under warranty $36 per month per non-standard workstation A non-standard workstation runs a non-standard operating system, and/or has a non-standard hardware configuration.
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$36 per month per basic workstation A basic workstation is one that has user level privileges, runs only standard application packages and limited departmental applications as installed by ACME IT, has limited customer customization that is well-defined, runs on ACME IT specified standard hardware, and all user data is kept on the ACME IT storage cluster (not on the desktop or local hard drive). Standard application packages: Current version of Microsoft Office Suite, Word Perfect, Adobe Acrobat Reader, Sophos anti-virus, Windows Media Player, Outlook mail, and Internet Explorer Additional Information and Related Services The user Department is responsible for purchasing and tracking of software licenses. Departments purchasing ACME IT Desktop Support are encouraged to purchase ACME IT Networked Printer Management (see Section 3.5, Networked Printer Management). The user Department is responsible for all desktop hardware costs. Consultation and planning for non-standard technology is available through the Consulting and Technology Planning service (see Section 4.1 Consulting and Technology Planning). Standard peripherals: Palm Pilots, Windows CE devices, USB Scanners, and Printers Non-standard peripherals may take longer to install and configure and may require additional hourly charge
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Limited Purpose Computer Support ACME IT will provide troubleshooting and issue resolution on Department’s Limited Purpose Computers. A Limited Purpose Computer is a machine that runs a unique vendor-specific application requiring vendor coordination, and regular operating system patches. It does not require backing up since the application can be re-installed. It does not serve multiple users, but can provide the application to multiple machines. It does not require performance monitoring. Service Description and Benefits Service Description Capacity planning and technology upgrade planning Consultation services on standard workstation configurations and procurement choices to meet customer needs Hardware and software purchasing assistance Workstation delivery and set up Installation and support of operating system, commercially developed business productivity software and office suites (in accordance with Business policies), anti-virus software and department-specific applications Installation of printer drivers for networked printers as needed Includes ACME IT Application Patch Management service: Ongoing provision of patches and service packs for operating systems and standard applications, anti-virus software upgrades and security updates (See Section 3.3, Application Patch Management) Workstation moves, adds, changes User administration Customer support through the ACME IT Help Line Problem determination and resolution Technical support In some cases ACME IT technical support staff may recommend replacing hardware if it cannot be efficiently and cost-effectively repaired by ACME IT Acts as the Departmental Technical Liaison Referral to other Business IT resources (Note: Other Business IT resources may charge a fee for the services they provide.) Remote access support services for customers in remote or home locations
Customer Benefits Standard and secure desktop environments systems Access to qualified technical resources Productive working environment with limited down time Dedicated staff and resources to solve your IT problems Secured access to data files from any desktop in the employee’s department and from remote workstations
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Service Cost $36 per month per Limited Purpose Computer An additional fee of $35/hour is charged for major software upgrade efforts and vendor coordination time Additional Information and Related Services The user Department is responsible for purchasing and tracking of software licenses. The user Department is responsible for all hardware costs.
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Application Patch Management ACME IT will provide Microsoft Windows and Sophos antivirus updates, patches for standard applications and security updates to workstations on an ongoing basis. This service is included with the ACME IT Desktop Support Package (see Section 3.1, Desktop Support Package) and Limited Purpose Computer Support (see Section 3.2, Limited Purpose Computer Support). It may also be purchased separately. Service Description and Benefits Service Description Automatic, ongoing provision of service packs and patches for operating systems and standard applications Standard applications: MS-Office Suite, MS Windows Operating system, Sophos Antivirus, Adobe Reader Automatic, ongoing anti-virus protection software upgrades and virus definition updates Orientation and specialized training for departmental Tech Support staff for application patch management interface
Customer Benefits Automatic operating system updates: Managed systems updates that require no user interaction Automatic virus protection and updates: Antivirus that updates daily to keep your systems safe Automated inventory services: Understand your installed equipment and plan ahead for upgrades and maintenance Application “pushing”: Install/update software over the network with the click of a mouse Compatibility testing prior to patch releases
Service Cost $4.75 per month per Workstation or Limited Purpose Computer Additional Information and Related Services If the user Department has not purchased the Desktop Support Package, the Department is required to provide Novell client licenses for each covered user machine, and install the ACME IT configuration of this Novell client. ACME IT will provide a desktop image and configuration requirements that can be used to ensure the update service works properly. ACME IT will assist with diagnosis of problems free of charge if the problem is caused by our desktop configuration. The list of standard applications may be updated by ACME IT annually.
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Data Storage ACME IT will provide data storage and backup services to meet departmental data storage needs. This service includes user rights management, remote access, and the ability to share data and collaborate across departments. This service is included with the ACME IT Desktop Support Package (see Section 3.1, Desktop Support Package). It may also be purchased separately. Service Description and Benefits Service Description Data storage on ACME IT Storage Area Network Daily, weekly and monthly backup services for data stored on ACME IT file servers Data stored on workstation hard drives is not backed up Data and disaster recovery Information system security activities and virus prevention in accordance with Business security policies Managing user accounts Security and virus prevention on ACME IT file servers Remote access support services Customer Support for data storage service through the ACME IT Help Line Includes appropriate level of administrative rights granted to departmental IT staff (if this service is purchased separately from the Desktop Support Service) Orientation and specialized training for departmental Tech Support staff for service management interface
Customer Benefits Security of mission critical data provided through: Clustered servers: Multiple redundant servers for maximum uptime and stability SAN disk systems: High speed, top tier, scalable, failsafe disk storage subsystems Off-site storage: Onsite tape backup systems with offsite storage for ultimate data safety Rapid storage expansion capabilities to meet any future storage need Remote access anywhere to allow flexible working locations Data sharing and collaboration with other users, groups or departments while maintaining file security and confidentiality
Service Cost $5.85 per user per month. This includes .25 GB of storage per user. Storage allocations may be shared among users within the same department. For example, a department with 8 users will have a total of 2 GB of storage available to all users in the department. Additional storage is available at the cost of $5.35 per GB per month. $2.05 per GB per month reduced rate for other specialized large storage requirements such as archival or large block storage. Available only to established clients and cannot be used for primary storage. Additional Information and Related Services
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If the user Department has not purchased the Desktop Support Package, the Department is required to provide Novell client licenses for each user machine that will access the data storage, and install the ACME IT configuration of this client. The purchase of Novell client licenses is coordinated through the Information Services Licensing Administrator annually. The current price for a Novell Client license about $15.
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Networked Printer Management ACME IT provides managed access to printing resources and support for networked printers. Service Description and Benefits Service Description Consultation services on standard printers and procurement choices to meet customer needs Asset inventory Printer installation and configuration User access administration Customer support for printer management service through the ACME IT Help Line Problem determination and resolution for user accessibility issues Technical support Referral to other Business IT resources or external vendors (for printer hardware support and repair) )
Customer Benefits Shared and cost-effective access to department/Business printing resources Own fewer printers by granting access to printers throughout the office Expedited installation of new printers Fast, easy access from any location to print documents when needed
Service Cost $25.65 per month per networked printer Additional Information and Related Services Departments purchasing the ACME IT Desktop Support Package who wish to print to networked printers are encouraged to also purchase ACME IT Networked Printer Management (see Section 3.1, Desktop Support Package). If printer use requires authentication, then the user Department is required to provide Novell client licenses for each user machine that will access the printer, and install the ACME IT configuration of this client. If a non-customer group requires printer use of an ACME IT managed printer, then setup for this group will be considered an hourly support request.
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Additional Distributed Computing Services ACME IT will provide several additional distributed computing-related services upon request of the Departmental Technology Liaison or other department representative. Service Description and Benefits Service Description PeopleSoft Installation: Installation of PeopleSoft client software on any authorized machine
Customer Benefits Consistent use of the PeopleSoft client application across the Business
Service Cost None
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Consulting and Staffing Support Services Consulting and Technology Planning ACME IT provides consulting and technology planning services to departments to meet their short-term and long-term needs. This service is limited to the ACME IT expertise that is available. Service Description and Benefits Service Description Consulting: ACME IT provides consulting on any IT project or computing issue. Our staff are trained in almost all aspects of technology and KU policies and procedures and can provide consulting advice to help departments find cost-effective IT solutions. Technology Planning: ACME IT provides technology planning services that will help departments determine the best uses of technology to meet their current and future needs.
Customer Benefits Experience: ACME IT staff has significant experience in a wide variety of technologies Industry trends: ACME IT staff keep up with industry trends to assist departments in effectively using emerging technologies and leveraging best practices
Service Cost $35.00 per hour or negotiated contract price for specific projects Additional Information and Related Services Consulting services will be handled at the same priority as contracted customers.
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Hourly and Short Term Support ACME IT provides technical assistance on an hourly basis to meet departmental needs. ACME IT provides system administration support on an hourly basis for security compromised workstations. ACME IT also provides short term server support when departmental technical staff are not available (due to leave, training, etc.). Service Description and Benefits Service Description Hourly Support: ACME IT provides any type of daily support departments may require, including desktop support. These services will be provided upon the request of the Departmental Technical Liaison or other departmental representative. Support is available 24/7/365. System Administration Hourly Support: ACME IT will provide hourly support service to security compromised machines. Support is available 24/7/365. For this service, ACME IT requires administrator privileges on the machine and physical access to the machine. ACME IT may recommend that compromised machines be upgraded to Windows XP for security reasons. It is the owner department’s responsibility to purchase the software license and any hardware upgrade needed for this. Short Term Server Administration Support: ACME IT provides short term server administration support services for departments to back fill for departmental IT staff members who are unavailable. Support is available 24/7/365. This service is provided in monthly increments. If ACME IT is back filling for the Departmental Technical Liaison, ACME IT will perform Departmental Technical Liaison duties during the covered period.
Customer Benefits Training: Our staff members continually train in all aspects of technology, so their skills remain up-to-date Knowledge: Breadth and depth of knowledge in networking, wi-fi, web applications, databases, servers and more Availability: Our large staff can provide skilled resources to supplement departmental IT staff on an as needed basis (with either an hourly or weekly rate structure)
Service Cost Hourly Support: Monday – Friday, 8:00 a.m. – 5:00 p.m.: $35.00 per hour (two hour minimum) After Hours Monday – Friday and Weekends: $52.20 per hour (two hour minimum)
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A minimum two-week wait for hourly support requests is required to allow ACME IT time to schedule System Administration Hourly Support: Monday – Friday, 8:00 a.m. – 5:00 p.m.: $70.00 per hour (two hour minimum) After Hours Monday – Friday and Weekends: $105.00 per hour (two hour minimum) Short Term Server Support: $300.00 per month. This provides 2 hours of on-site and/or remote connection support per week. Additional hours are charged at $35.00 per hour.
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Technology Partner Program ACME IT will provide a Technical Support staff member who is assigned to your department to support your technology needs. Service Description and Benefits Service Description Assigned technical support staff provides: Desktop support (purchasing assistance, workstation setup, software and driver installation, trouble-shooting, general user workstation service requests) Consulting Technology planning Specialized services (see 4.3.3 Additional Information and Related Services) Specialized services are negotiated and defined prior to start of contract. ACME IT provides: Management of the Technical Support Staff Backup of the Technical Support Staff when the staff member is out of the office (due to leave, training, etc.) Ongoing staff training, desk, equipment and supplies (Department may provide desk and local equipment if desired) Service request processing through Help Desk software Centralized phone support services
Customer Benefits Up-to-date Knowledge: Our staff members continually train in all aspect of technology to be prepared to support your department Experience: ACME IT staff members who support your assigned technical support staff have extensive experience in various technology platforms and can immediately add value to departmental technology projects, etc. Vast technical resources: Networking, wireless communications, Web applications, databases, servers and more Staff work is limited to departmental needs and priorities ACME IT manages the assigned staff and attends to their HR needs
Service Cost Prices are based on the cost of salary and benefits for an ACME IT staff member, and include ACME IT management, backup staff, training, student assistance, equipment and supplies. Examples of total annual prices are shown below; prices are subject to the actual salary of the technical staff person assigned to your department: Full-Time: $84,093 per year for System Administrator/Sr. staff, $66,073 per year for IT Analyst staff ¾ Time: $63,070 per year for System Administrator/Sr. staff, $49,555 per year for IT Analyst staff ½ Time: $42,047 per year for System Administrator/Sr. staff, $33,037 per year for IT Analyst staff ¼ Time: $21,023 per year for System Administrator/Sr. staff, $16,518 per year for IT Analyst staff
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Additional Information and Related Services Departments purchasing the Technology Partner Program service may also want to purchase the Application Patch Management (see Section 3.3 Application Patch Management), Data Storage (see Section 3.4 Data Storage), and Networked Printer Management (see Section 3.5 Networked Printer Management) services. Staff will attend ACME IT staff meetings and training in order to better serve customer needs. Specialized services to be provided by the assigned person and the limitations of ACME IT in terms of their ability to back up the assigned staff person will be negotiated and defined prior to start of contract. Staff assignments will occur prior to the start of contract with departmental involvement. If Department is interested in transferring existing staff, this will be negotiated in the contract. Acceptance of existing departmental staff transferring to ACME IT for this purpose requires ACME IT approval and a possible probationary period. Hiring of new staff for the purpose of this service is the responsibility of ACME IT. Department must notify ACME IT of contract termination by October 1st in order to be effective on July 1st the following year. This is to allow time for staffing termination (if necessary) to occur within the guidelines of KU policy. Students will assist in workstation imaging and setup unless specifically prohibited. Rate changes will occur annually to reflect merit raises and staffing changes.
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Rate Sheet The table below includes a summary of ACME IT services and rates. These rates are effective xx/xx/xx- xx/xx/xx. Service
Rate
Server Management Services Server Administration
$237.50 per server per month for standard servers $237.50+X per server per month for non-standard servers
Distributed Computing Services Desktop Support Package Includes Application Updates Includes Data Storage
$36.00 per standard workstation per month $36.00 per non-standard workstation per month $36.00 for per basic workstation per month
Limited Purpose Computer Support
$36.00 per Limited Purpose Computer per month
Application Patch Management
$4.75 per Workstation or Limited Purpose Computer per month
Data Storage
$5.85 per user per month Additional storage: $5.00 per GB per month $2.05 per GB per month for qualified archival or large storage data
Networked Printer Management
$25.65 per device per month
Additional Distributed Computing Services PeopleSoft Installation Consulting and Staffing Support Services
No charge
Consulting and Technology Planning
$35.00 per hour
Hourly and Short Term Support Hourly Support Hourly System Administration Support Short Term Server Administration Support
Hourly Support: Mon – Fri, 8:00 a.m. – 5:00 p.m.: $35.00 per hour (two hour min.) After Hours Mon – Fri and Weekends: $52.20 per hour (two hour min.) System Administration Hourly Support: Mon – Fri, 8:00 a.m. – 5:00 p.m.: $70.00 per hour (two hour min.) After Hours Mon – Fri and Weekends: $105.00 per hour (two hour min.) Short Term Server Administration Support: $300.00 per month, plus $35.00 per hour beyond 2 support hours per week.
Technology Partner Program
Annual charge depending on time assigned to user department and staff level
Appendix A: Future ACME IT Services
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ACME IT is committed to continuous improvement of existing services and is focused on building a comprehensive set of services that will meet customer needs. This appendix includes services that ACME IT is currently developing and plans to provide to customers in the future. Some of the items included here are new services, while others represent an expansion of existing services. Application Patch Management Standard application set will be expanded to include Macintosh Operating System
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3.6
Service Catalog 2
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SECTION 1: Introduction Document Purpose This document is intended to document the IT infrastructure services, service metrics and service levels to be provided by the ACME IT (ACME IT). It is expected that this document will be changed over time to reflect new services and more accurate service levels as the ACME IT gains experience in managing the consolidated workload. At the time of the first draft of this services catalog, the ACME Accounting Work Group is in the process of determining the means by which the ACME IT will charge for ACME IT services. The services catalog should document the basis for ACME IT charges; however, the billing units have not yet been determined. We have included some potential billing units for the services in this catalog both to suggest some obvious candidates as well as to have placeholders for the actual billing units when they become available. Document History During Phase 2 of the ACME’s Computer and Network Infrastructure Consolidation (ACME) , the Service Management Workgroup was chartered to determine the services to be offered by the ACME IT, service metrics and service levels. In order to accomplish this, the workgroup, which consisted of representatives of each of the participating agencies, surveyed their respective agencies current services. The results of this survey were summarized and reconciled with the scope definitions produced by the ACME steering committee to produce the items found in this services catalog. Common Considerations The delivery of all services will be subject to some common constraints. It is anticipated that all services will be delivered in accordance with the services management framework that will be formulated by the Service Management workgroup. All services will be performed so that agreed upon security policies and rules are maintained. Similarly, key processes required for the delivery of these services, such as change management, will be adhered to. In this regard, the change management process will provide for 48 hour advanced notification of scheduled down time for elements of the IT infrastructure that are managed by the ACME IT. If additional notice is required by particular agencies, these requirements are to be documented in the service level agreement (SLA), The key processes that will be developed are defined in the charter of Service Management workgroup. They are: a. Request Management b. Customer Relationship Management c. Configuration Management d. Problem Management e. Change Management f. Release Management
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The definition and framework for development of these processes will be the IT Infrastructure Library (ITIL). Additional ITIL based processes were identified that were not part of the original Service Management Workgroup scope and therefore were not all developed as part of this effort. The workgroup recognizes that these processes are important to the efficiency of the ACME IT. The processes are listed below with comment on where they have been or will be addressed. The processes are: a.
Availability Management – The Availability Management process is to monitor IT components to ensure that IT consistently and cost-effectively delivers the level of availability required by the customer. It is anticipated that this function will be performed by the SLM Group within the ACME IT. b. Incident Management – Incident Management is the process of restoring normal service operation as quickly as possible and minimizing the adverse impact on business operations. This will ensure the best possible levels of service quality and availability are maintained. 'Normal service operation' is defined as service operation within Service Level Agreements (SLA) limits. The Service Desk function and therefore Request Management and Customer Relationship Management are a part of this process. It been delivered as part of the High-level process flows presented to the ACME Steering Committee. c. IT Service Continuity – IT Service Continuity Management process ensures that any IT service can provide value to the customer in the event that normal availability solutions fail. d. Capacity Management – Capacity Management is the process of planning, sizing, and controlling IT capacity to satisfy user demand at a reasonable cost within the performance levels agreed to in the service level agreement (SLA) or internal to IT as a operating level agreement (OLA). This planning is being done within the Logistics Workgroup please reference their documents for more detail. e. Financial Management – The process which is responsible for the sound stewardship of the monetary resources of the organization. It supports the organization in planning and executing its business objectives and requires consistent application throughout the organization to achieve maximum efficiency and minimum conflict. The Accounting Workgroup has the responsibility for defining this process. f. Service Level Management – Service Level Management (SLM) is the process of maintaining and improving IT Service quality through a constant cycle of defining, agreeing, documenting, monitoring, and reporting the levels of customer IT service, that are required and cost justified. Processes for reporting these metrics are to be developed and documented by the ACME IT and participating agencies. These processes will be documented in the SLAs. This process operation is the primary function being performed by the SLM Group within the ACME IT. Once the ACME IT is operational and a chargeback method is implemented, it is expected that on an ongoing basis the ACME IT will: a. Review ACME IT billings to the agencies in order to identify cost saving opportunities b. Review vendor bills to the ACME IT in order to identify cost saving opportunities c. Provide asset management for the physical elements of the ACME agencies’ infrastructure that are in the scope of the ACME project. This will include ordering assets using approved State procurement procedures as well as tracking, installing and decommissioning ACME IT assets. Page 90
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As matter of principle, ACME IT services will be established and modified as needed in order to meet the critical business needs of the agencies and the State. The establishment of ACME IT services and service levels will be guided by each agency's critical hours of operation, essential data, and required system performance. Service levels documented in the Service Catalog represent requirements for minimum service levels. These levels were identified by participating ACME agencies. It is anticipated and expected that services should be better than the minimum when possible.
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SECTION 2: Services Catalog Services for Networks Network services provide the ACME IT agencies with the ability to send and receive data in a secure and reliable manner between systems, locations and personnel. Network services include: a. Agency User Local Connectivity (Local Area Networks – LANs) b. Agency Facility Connectivity (Wide Area Network – WAN) c. Agency User Remote Connectivity (e.g. Dial up and Internet Access) d. Agency VPN Delivery of LAN and WAN network services falls into the three categories below. Network Operations Network Operations is responsible for the routine running of the network infrastructure required for the data communication needs of the ACME IT agencies. This includes: a. Management of physical network elements such as circuits, firewalls, routers, switches and cabling including configuration and maintenance tasks and replacement b. Management of logical network components, such as network protocols and their configurations c. Management of vendor relationships, where network services are provided externally. d. Troubleshooting communication disruptions, working with vendors and ACME IT agencies to resolve the issues. e. Implementation and maintenance of security rules (but not the setting of security policy) Network Administration Network administration is responsible for: a. Monitoring of network performance in order to: I. Provide regular reports on actual network performance against any metrics set in Service Level Agreements II. Investigate network faults that impact the ACME IT agencies business users III. Prevention of network faults IV. Resolution of network faults b. Correction of traffic problems in the network environment, such as traffic congestion or network corruption where it impacts the ACME IT agencies users c. Completion of preventative, scheduled and warranty required hardware maintenance d. Management of network infrastructure:
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I. Management of physical cabling in all locations where either the ACME IT agencies servers or client workstations are installed, including condition monitoring and replacements including wireless infrastructure II. Ensuring the physical security of network access points, such as equipment rooms III. Implementation and maintenance of security rules as directed by ACME IT agencies e. Planning and execution of technology upgrades as requested by the ACME IT agencies including the advanced notification to agencies in order to allow: I. An analysis to be carried out to assess the impact of such changes on ACME IT agencies’ applications. II. Vendor, agency staff and ACME IT schedules to be coordinated, such that important agency activities (e.g., application rollouts, application upgrades, training sessions or live service) are not affected by changes Network Engineering Network Engineering is responsible for project-based and operational enhancements to the network infrastructure, such as: a. Capacity planning based on historical usage patterns and agency needs projections b. Network equipment upgrades, where existing components are replaced with additional, higher-performance components c. New network equipment installation, where for instance an expansion of the ACME IT agencies application server environment requires the introduction of a new high-capacity server-to-data storage link d. Cabling upgrades, network related facility support, and wireless infrastructure installation and support e. Planning and execution of network enhancement projects f. Planning for upgrades, including advanced notification to agencies in order to allow: I. An analysis to be carried out to assess the impact of such changes on ACME IT agencies’ applications II. Vendor, agency staff and ACME IT schedules to be coordinated, such that important agency activities (e.g., application rollouts, application upgrades, training sessions or live service) are not affected by changes Video Services (Optional) Video services provide the ACME IT agencies with the ability to conduct audio and video conferences between systems, locations and personnel. Video and Audio services include: a. Bridging (Audio and Video) b. Gateway Services (Audio and Video) c. Scheduling (Audio and Video) d. Help Desk support (Audio and Video) e. Training (Audio and Video)
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f. Video/Audio Engineering Services The Delivery of Video and Audio services fall into the two categories below.
Video/Audio Operations Video and Audio Operations is responsible for the routine running of the video and audio infrastructure required for the needs of the ACME IT agencies. This includes: a. Manage web-based scheduling resources that are used to schedule video and audio conferences. b. Schedule, build, and monitor real-time video and audio conferences. c. Provide helpdesk support for scheduling, video endpoints, and conference operations. d. Provide Tier One technical support, working with ACME IT agencies to resolve the issues. e. Maintain user contact database f. Provide user training for scheduling services and video endpoints. Video/Audio Engineering Video and Audio Engineering is responsible for: a. Video core and endpoint equipment upgrades. b. New video and audio equipment installation. c. Network traffic analysis and network redesign to accommodate additional video streams. d. Planning and execution of video and audio enhancement projects. e. New Product Evaluation and developing approved list of video systems for ACME IT customers. f. Perform advanced beta testing with video equipment manufacturers. g. Perform interoperability testing. h. Perform all software and hardware upgrades for core video, audio, and scheduling systems.
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Services for Servers and Mainframes Server hosting services are provided both remotely as well as in the data center. These services address the complete server lifecycle including procurement, installation, configuration, hardware troubleshooting and repair, hardware and operating system refresh, moves, additions/ changes, and retirement. The key elements for server services delivery are detailed below. The services outlines in the server and mainframe sections are meant to apply to all ACME IT supported platforms. Service levels are to be applied to all supported platforms as appropriate. System Administration This area is responsible for the management of the computing platforms on which the ACME IT agencies applications are based (Linux, UNIX, Windows, Novell, zSeries, iSeries), including: a. b. c. d. e. f.
g. h.
i.
j.
Server installations and decommissioning Installation of the operating systems, configuration and hardening Implementation and managing access authorities Migration of software into production environments and postmigration support Installation and support of agency specified middleware System software upgrades, to ensure compatibility with the overall environment and to take advantage of technological and security advances, including software patches Condition of system hardware, e.g. enterprise servers supporting the applications and databases Completion of preventative, scheduled and warranty required hardware maintenance. This includes: I. Monitoring equipment conditions to ensure early recognition of likely faults II. Plan and execute maintenance in conjunction with the application maintenance, ACME IT agency approved time frames and support service line III. Coordinate urgent maintenance activities after communicating with the ACME IT agencies. System performance monitoring, tuning and monthly reporting, to ensure continued compliance with service level agreements and in order to provide notification of pending capacity constraints Planning for agency requested upgrades and ACME IT upgrades, including the notification to agencies in order to allow: I. An analysis to be carried out to assess the impact of such changes on ACME IT agencies’ applications II. Provide environments for application testing of software and middleware with operating system upgrades and patches prior to going to production
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III. Vendor, agency staff and ACME IT schedules to be coordinated, such that important agency activities (e.g., application rollouts, application upgrades, training sessions or live service) are not affected by the changes System Operations This area is responsible for the runtime support of ACME IT agencies applications. This includes: a. Monitoring the execution of production jobs in order to assist in identifying and reporting unexpected behavior including job failures b. Following documented procedures supplied by the ACME IT agencies in reporting problems with production applications. It is expected that application procedures will include provisions for notification and job restarts to be performed by the ACME IT operations staff. c. Following documented processes created by the ACME IT in reporting problems with systems software d. Response to system/console messages including tape mounts e. Computer startups, shutdowns and recycling in accordance with the change management process and documented procedures f. Preparation and coordination of mainframe print services for distribution of batch output through existing state agency delivery channels g. Monitor backup operations and reporting failures Production Control This includes: a. Setting up the schedule for production and ad hoc jobs b. Monitoring the execution of production jobs to ensure the schedule is being maintained c. Reporting scheduling problems and issues to the appropriate agency staff and working with them to understand and resolve the problems d. Agency IT staff and other appropriate staff will be able to submit jobs to the ACME IT service desk. Storage Management For enterprise storage, including tape and storage area networks (SANs), and storage on distributed file and print servers, this service includes: a. For disk storage, responding to agency storage requests by: I. Allocating raw storage II. Defining logical volumes III. Configuring logical volumes
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b.
c. d. e. f. g. h. i. j.
IV. Making the newly defined storage available for use V. Establishing security on new volumes as requested Capacity planning including: I. Monitoring of utilization and identifying the need for more capacity II. Notification to agencies of pending capacity constraints Ordering storage devices and media Maintenance of storage device related software and micro-code Monitoring and maintenance of the scratch tape pool Registering tapes into automated tape handling devices Providing and maintaining a tape library Rotation of tapes to offsite facilities Destruction of media coming out of service in accordance with agreed upon ACME IT agency requirements Maintenance of appropriate documentation, labeling and tracking of tapes in accordance with agreed upon ACME IT agency requirements
Microfiche (Optional) This area is responsible for the handling bursting, “pigeon holing” and preparation for distribution of microfiche through existing state agency delivery channels. Backup/ Restore Services This area is responsible for the management of backup facilities, including the mechanics of tape backup and off-site storage, such as storage system management, tape collection for off-site storage and tape retrieval in the event that restoration of historical data is required. This includes: a. Performing complete and/ or incremental backups b. Defining media rotation requirements and/ or follow standard procedure c. Labeling backup media appropriately d. Maintaining backup library e. Periodically verifying backup media integrity f. Restoring single or multiple objects from the backup media g. Restoring complete or incremental backup as needed after system failures h. Updating user that restoration has been completed
Email and Directory Services (Optional) This is an Optional service for email and directory services. This includes the following:
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Email Application Administration a. b. c. d. e. f. g.
Setting up user accounts Public folders Distribution lists Mailbox restores Storage groups Monitor e-mail backups Controlling security privileges as it relates to the user accounts, email boxes and public folders h. Perform directory synchronization with state email hub Directory Services Administration a. Setting up user accounts, directories, and security groups b. Controlling security privileges as it relates to the user accounts, directories and security groups c. Limit access control for users depending upon manager/Personnel requests CICS ACME IT will provide CICS support to ACME IT agencies that have applications which run on mainframe computers under CICS. This support is inclusive of all requirements to create, implement in production and maintain CICS applications with the exception of writing and compiling the application code. This service includes: a. Creating the CICS table entries necessary to put a CICS transaction into a CICS environment b. Executing the CICS functions necessary to create or update a new CICS transaction in a CICS environment c. Providing assistance on coding CICS commands d. Providing assistance on creating screen maps
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Services for Database Administration (DBA) Database administration provides the services required to store, access and update production data that is managed in a database management system (DBMS). Examples of DBMS’s include DB2, IMS/DB, Oracle and Informix. These services are divided into two categories. System DBAs are generally responsible for maintaining the DBMS computing environment and this service is entirely in ACME’s scope. Application DBAs are generally responsible for the database facets of specific applications. Application DBA service will be offered as an agency requested service. MF - System Database Administration Services System DBA services include a. Installing, maintaining (e.g. patches and upgrades) and monitoring the health and performance of DBMSs b. Defining the physical database design (log files, rollback segments, table spaces) c. Setting data storage parameters for storage associated with the physical elements of the database d. Implementing and executing database and system backup and recovery in shared environments on schedules provided by either the agency or Application DBA e. Setting up and implementing database reorganizations on schedules provided by either the agency or Application DBA f. Recommending naming conventions for database objects g. Assistance in troubleshooting performance problems h. Testing and implementation of patches and upgrades of DBMS’ in consultation with application DBA i. Constructively collaborate with Application database administrators MF - Application Database Administration Services Application DBA services will be provided on an “opt-in” basis to ACME IT agencies. These services include working with application development staff to: a. Create definitions of logical data structures, tables, views, indexes, program specification blocks and define their relationships b. Create the data definition statements needed to create logical structures c. Estimating storage requirements (in consultation with physical DBA) d. Define how to implement the required security within the DBMS e. Define backup and reorganization schedules and communicate these schedules to the System DBA f. Execute database back-ups and restores (a.k.a. import/export) using database tools within the space allocated by the System DBA g. Implementing and executing database and system backup and recovery in dedicated environments (opt-out)
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h. i.
Implementing security rules and access authority Assist in DBMS specific command selection (e.g. SQL, DL/I) to optimize performance j. Assist in creating stored procedures k. Perform data loads l. Create data models using agency provided tools m. Update and maintain a data dictionary supplied by the agency n. Develop data definition statements o. Creating physical structures (table spaces, databases, database descriptors). This will be done within the space allocated to the agency. Additional Information Application database administration services will be provided on an optional basis. ACME IT personnel who provide this service will function as part of a development team and will be expected to provide work products as required by the development project and to complete their work as required by the project schedule. Server - System Database Administration Services System DBA services include a. Installing, maintaining (e.g. patches and upgrades) and monitoring the health and performance of DBMSs b. Defining the physical database design (log files, rollback segments, table spaces) c. Setting data storage parameters for storage associated with the physical elements of the database d. Implementing and executing database and system backup and recovery in shared environments on schedules provided by either the agency or Application DBA e. Setting up and implementing database reorganizations on schedules provided by either the agency or Application DBA f. Recommending naming conventions for database objects g. Assistance in troubleshooting performance problems h. Testing and implementation of patches and upgrades of DBMS’ in consultation with application DBA i. Constructively collaborate with Application database administrators Server - Application Database Administration Services Application DBA services will be provided on an “opt-in” basis to ACME IT agencies. These services include working with application development staff to: a. Create definitions of logical data structures, tables, views, indexes, program specification blocks and define their relationships b. Create the data definition statements needed to create logical structures
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c. Estimating storage requirements (in consultation with physical DBA) d. Define how to implement the required security within the DBMS e. Define backup and reorganization schedules and communicate these schedules to the System DBA f. Execute database back-ups and restores (a.k.a. import/export) using database tools within the space allocated by the System DBA g. Implementing and executing database and system backup and recovery in dedicated environments (opt-out) h. Implementing security rules and access authority i. Assist in DBMS specific command selection (e.g. SQL, DL/I) to optimize performance j. Assist in creating stored procedures k. Perform data loads l. Create data models using agency provided tools m. Update and maintain a data dictionary supplied by the agency n. Develop data definition statements o. Creating physical structures (table spaces, databases, database descriptors). This will be done within the space allocated to the agency. Additional Information Application database administration services will be provided on an optional basis. ACME IT personnel who provide this service will function as part of a development team and will be expected to provide work products as required by the development project and to complete their work as required by the project schedule.
Services for Disaster Recovery The scope of the ACME IT Disaster Recovery Services focuses on the pricing, testing and recovery and continued operation of system components designated in the Agencies’ Disaster Recovery Plan. The ACME IT Disaster Recovery Services do not address agency business resumption or continuity of operations. The ACME IT will offer adequate computational, data storage, and data communications services for the designated critical applications in the agencies DR plans. Disaster recovery services will be provided on an “opt-in” basis to ACME IT agencies. Customers are responsible for disaster recovery preparedness for their applications in the event of a disaster. Disaster Recovery Services In the event of a disaster, ACME IT will:
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a. Assess the damage to the Data Center to determine if a disaster should be declared at the ACME IT; b. Make the decision to formally declare a disaster at the ACME IT; c. Notify the alternate facilities, designated key agency contacts, and the critical application sponsors of the disaster declaration; d. Work with the alternate site staff to restore the designated operating systems and applications at the alternate site and establish the communications link to the site in preparation for operating at the site for the duration of the emergency, and e. Conduct preparations to resume operations at the Data Center. The ACME IT will provide a designated Disaster Recovery Technical Support Coordinator. The coordinators are responsible for: a. price the computing and network services components of the agencies disaster recovery plan; b. prepare, execute, and manage the alternate site contracts for the designated computing services; c. assist the agencies in preparing for the disaster recovery test events; d. serve as liaisons for the agencies during the disaster recovery tests (by assisting agencies in resolving errors in jobs, reporting communications problems to the agencies disaster recovery teams, and answering disaster recovery testing questions in general); e. assist the agencies in preparing their critical applications to run successfully at another location in the event of a disaster; f. confirm with the contracted vendor that their computing and data communications configurations will meet the agencies needs, and that they will be ready for the test;. g. formulate a test schedule, set the objectives for the test and establish action items for the ACME IT and agency team in preparation for the test. h. disseminate information to the agency regarding the test. i. send the backup tapes and tape lists to the vendor site. j. assist the agency application owners/participants in successfully running their applications at the alternate site. The assistance includes help with test preparations, on-call support during the duration of the test, resolving reported problems, and serving as the liaison between the agency team and the ACME IT Team, and k. recording all problem reports, general test notes and reports report describing results achieved for each completed test. Disaster Recovery Agency Responsibility The agencies will assign a Disaster Recovery Coordinator to oversee the agencies Disaster Recovery Program. The Disaster Recovery Coordinator is responsible for: Page 102
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a. periodically surveying agency program managers from the customer community to determine which applications require disaster recovery services and/or resources; b. determine how often, organize, and request regularly-scheduled periodic tests of the disaster recovery procedures; c. maintain and update the Agencies Disaster Recovery Plan based on changes in customer requirements, critical application, data requirements and in response to events such as office moves, telephone number changes, and change in personnel and duty changes, and d. orchestrate from the agency chosen location the execution of their Disaster Recovery Plan when a disaster has been declared.
Service Desk The service desk is the ACME IT’s 24 X 7 point of contact for authorized staff within the ACME IT agencies that require technical support. This service includes performing the following tasks: a. Provide a central point of contact for ACME IT agency help desks and authorized agency personnel b. Receive requests and trouble reports, log them, assign priority based on agreed upon definitions and route the request to the appropriate ACME IT resource c. Provide status of pending requests to agency help desk d. Notify agency contact when request is completed e. Document the completion of the request f. Develop the experience and processes that are required in order to solve as many problems as possible on the first contact Security Services The ACME IT will provide centralized technical security support. Security services will be performed in response to agency requirements and performed on those components that are part of the ACME IT infrastructure. Some services are new to the infrastructure and will be implemented after the initial migration and stabilization period. These services include: a. b. c. d.
e. f. g. h.
Secured Virtual Private Network (VPN) Firewall management Anti-virus services for ACME IT managed resources Incident response for ACME IT managed resources, including, security notifications / alerts to ACME IT agencies as appropriate and applicable to agency uses or applications Network intrusion detection services and monitoring Host intrusion prevention services and monitoring Privacy and compliance assurance services including assisting agencies with audits Physical security of ACME IT assets Page 103
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i. Network firewall services j. Secure wireless networking In addition, the following secured services will be provided on an “opt in” basis by the ACME agencies: a. Encrypted traffic between the ACME IT and agency/field offices b. Encrypted storage for agency data c. Encrypted transmittal of agency data
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Consulting Services The ACME IT will be staffed with personnel who have deep skills in the technical disciplines required to successfully manage IT infrastructure. In order to maximize the value of those technical skills to the state, agencies can consult with ACME IT personnel for technical expertise for any of the offerings in this catalog. Consulting services provided by ACME IT include but are not limited to the following: a. Assisting agency representatives with application analysis and design in order to meet requirements b. Assisting with systems integration c. Prototyping application configurations d. Technical debugging and performance assistance for applications e. Assisting with the installation of software for which agencies are primarily responsible f. Arranging for “Transfer of Information” sessions, learning sessions, and overall technology refresh meetings to confirm that appropriate equipment and support techniques to maintain inventory equipment are applied g. Providing general technical advice in order to optimize the cost effectiveness of those elements of the IT infrastructure managed by the ACME IT h. Researching and completing "proofs of concept" for technologies that provide potential benefits to agencies Additional Information Consulting services will be provided on an optional basis. ACME IT personnel who provide this service will function as part of a development team and will be expected to provide work products as required by the development project and to complete their work as required by the project schedule. Project Management Services The ACME IT will have project management capability. This is required both to manage projects that are primarily internal to the ACME IT as well as to interface with agencies in managing the execution of the ACME IT component of agency projects. The service offered to agencies will include, but is not limited to: a. Managing the assignment of ACME IT personnel to the project and the ongoing ACME IT staffing requirement for the project b. Development of project plans that guide the execution of ACME IT personnel in approved projects c. Tracking schedule, cost and ACME IT personnel utilization to the agreed upon project plan d. Working with agency personnel to integrate the project plan for the ACME IT component of a project into the master project plan e. Managing issues relating to the ACME IT component of the project. This includes issue identification, logging into an agreed upon issue tracking
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f.
g. h.
system, tracking progress, adherence to agreed upon escalation processes and documentation of the resolution Managing risks relating to the ACME IT component of the project. This includes risk identification, logging into an agreed upon tracking system, documenting mitigation steps, tracking of risk triggers, and adherence to agreed upon escalation processes Providing status reports of the ACME IT components of projects in an agreed upon format and frequency Attendance and participation in project management meetings
Additional Information Project management services will be provided on an optional basis. ACME IT personnel who provide this service will function as part of a development team and will be expected to provide work products as required by the development project and to complete their work as required by the project schedule.
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Service Metrics Hours of Support
Operations & On Call Support
Availability
Time to Respond
Time to Restore
Potential Bill Unit
LAN
7am-6pm M-F
24 X 7
>99.9 %
< 30 min
< 2 hrs
# of Connections
WAN
7am-6pm M-F
24 X 7
>99.9 %
< 30 min
< 2 hrs
Bandwidth
Dial Up
7am-6pm M-F
24 X 7
>99.9 %
< 4 hrs
< 8 hrs
Per Account
Internet Access
7am-6pm M-F
24 x 7
>99.9 %
< 1 hr
< 2 hrs
Bandwidth
Video Services (optional)
7am-6pm M-F
24 X 7
>99.9 %
< 1 hr
< 4 hrs
Bandwidth
MF – Online
7am-6pm M-F
24 X 7
>99.9 %
< 15 min
<30 min
CRU
MF – Batch
7am-6pm M-F
24 x 7
>99.9 %
<15 min
< 2 hrs
CRU
MF- System DBA
7am-6pm M-F
24 X 7
N/A
< 2 hrs
N/A
Time
Application Servers
7am-6pm M-F
24 X 7
>99.9 %
< 30 min
Email and Directory Services(optional)
7am-6pm M-F
24 X 7
>99.9 %
< 30 min
Email and Directory Servers
7am-6pm M-F
24 X 7
>99.9 %
< 30 min
Utility Servers
7am-6pm M-F
24 X 7
>99.9 %
< 30 min
< 2 hrs
CRU
Database Servers
7am-6pm M-F
24 X 7
>99.9 %
< 30 min
< 2 hrs
CRU
Server – System DBA
7am-6pm M-F
24 X 7
N/A
< 2 hrs
N/A
Security Services
7am-6pm M-F
24 X 7
>99.9 %
< 30 min
< 2 hrs
Service
< 2 hrs < 2 hrs
< 2 hrs
CRU
CRU
CRU
Time CRU
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Glossary of Terms Term
Definition
Asset
Component of a business process. Assets can include people, accommodation, computer systems, networks, paper records, fax machines, etc.
Availability
Ability of a component or service to perform its required function at a stated instant or over a stated period of time. It is usually expressed as the availability ratio, i.e. the proportion of time that the service is actually available for use by the Customers within the agreed service hours. In the Service Catalog the availability percentages are derived using the following formula: [(AST – DT) / AST] X 100 = Service or Component Availability (%) AST = Agreed Service Time DT = Actual downtime or time that service did not meet SLA requirements (e.g. system response times) during agreed service time
Availability Management
Baseline
Business Process
The process to monitor IT components to ensure that IT consistently and cost-effectively delivers the level of availability and performance levels (e.g. system response time) required by the customer. Availability Management will fall under the Service Level Management team within the ACME IT.
A snapshot or a position which is recorded. Although the position may be updated later, the baseline remains unchanged and available as a reference of the original state and as a comparison against the current position.
A group of business activities undertaken by an organization in pursuit of a common goal. A business process usually depends upon several business functions for support, e.g. IT, personnel, and accommodation. A business process rarely operates
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in isolation, i.e. other business processes will depend on it and it will depend on other processes.
Capacity Management
The process of planning, sizing, and controlling IT capacity to satisfy user demand at a reasonable cost within the performance levels agreed to in the service level agreement (SLA) or internal to IT as a operating level agreement (OLA). Definition of this process to be assigned to either the Logistics team or ACME IT Management Team.
Change(s)
The addition, modification or removal of approved, supported, or baselined hardware, network, software, application, environment, system, desktop build or associated documentation.
The process that ensures that standardized methods and procedures are used for efficient and Change Management prompt handling of all changes, in order to minimize the impact of Change-related Incidents upon service quality.
Charging / Chargeback
Configuration Baseline (see also Baseline)
The process of establishing charges in respect of business units, and raising the relevant invoices for recovery from customers.
Configuration of a product or system established at a specific point in time, which captures both the structure and details of the product or system, and enables that product or system to be rebuilt at a later date.
Component of an infrastructure - or an item, such as a Request for Change, associated with an Configuration Item(s) infrastructure - which is (or is to be) under the control (CIs) of Configuration Management. CIs may vary widely in complexity, size and type - from an entire system (including all hardware, software and documentation) to a single module or a minor hardware component. Configuration Management
The process that covers the identifying, controlling, maintaining, and verifying of configuration items
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(CIs), including their versions, constituent components and relationships. The goal of Configuration Management is to ensure that only authorized components, known as configuration items, are used in the IT environment. These configuration items should be monitored and tracked through out their component lifecycle.
Customer
Owner of the service; usually the Customer has responsibility for the cost of the service, either directly through charging or indirectly in terms of demonstrable business need. It is the Customer who will define the service requirements.
Customer Relationship Management
This function will be performed by a combination of Service Level Management and the Service Desk for ACME IT customer facing activities. The will provide for mechanisms on SLA negotiations as well as incidents and change requests.
Delta Release
A partial release that includes only those CIs within the release unit that has actually changed or are new since the last full or delta release.
Financial Management
The process which is responsible for the sound stewardship of the monetary resources of the organization. It supports the organization in planning and executing its business objectives and requires consistent application throughout the organization to achieve maximum efficiency and minimum conflict. This process will be defined and determined by the Accounting Workgroup.
Full Release
Hours of Support
All components of the release unit that are built, tested, distributed, and implemented together. The number of hours per day and the number and which days of the week that support will be provided - regular business hours. In some cases hours of support is dependent on agency field support hours
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which may be more limited then the ACME IT hours of support. Off hours are supported by operations. Off hours are supported as “On Call Support”
Incident(s)
Incident Management
IT Service Continuity
Any event which is not part of the standard operation of a service and which causes, or may cause, an interruption to, or a reduction in, the quality of that service.
The process of restoring normal service operation as quickly as possible and minimizing the adverse impact on business operations. This will ensure the best possible levels of service quality and availability are maintained.
The process ensuring that any IT service can provide value to the customer in the event that normal availability solutions fail.
Metric
Measurable element of a service process or function.
Monitor / Monitoring
The activity of watching a particular function in order to ascertain its status.
Normal Service Operation
Service operation parameters within agreed Service Level Agreements (SLA) limits.
On Call Support
The number of hours per day and the number of days per week support will to be provided via an OnCall communication mechanism (cell, pager, text messaging, phone, signal flare, mega-phone, other) based on the agreed SLA. This is separate from OnSite support where the resource is physically located on the ACME IT premises to provide support.
Operational Level Agreements (OLA)
An internal agreement covering the delivery of services which support the IT organization in their delivery of services.
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Operations Hours of Support
Problem(s)
Problem Management
Depending on business requirement, some systems will require support outside the ACME IT normal business hours. These requirements for additional support will be part of the service level agreement.
Unknown underlying cause of one or more Incidents.
The process of proactively and reactively identifying trends, seeking the root cause of incidents, initiating actions to implement a work-around or resolution, and preventing similar incidents in the future. The reactive aspect is concerned with solving problems in response to one or more incidents. Proactive Problem Management is concerned with identifying and solving problems and known errors before incidents occur in the first place. Problem Management differs from Incident Management in that it seeks to investigate the root cause of an incident and find the solution. On the other hand Incident Management seeks to find the quickest way of restoring service, potentially through a workaround rather than a solution.
Process
A connected series of actions, changes etc. performed by agents with intent of satisfying a goal.
Release
A collection of new and/or changed Configuration Items (CIs) which are tested and introduced into the live environment together.
The process of coordinating and managing releases to a live environment. The process includes planning, analyzing, designing, building, testing, and deploying a bundled release of hardware and Release Management software to multiple customers and locations. Includes release package assembly, centralized and distributed software storage and version control, migration control, release preparation and acceptance, software and data distribution, and
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hardware and software installation.
Release Package
A group of releases (can include both full and delta releases) packaged together and implemented concurrently.
Request Management
The process to ensure that requests submitted to the ACME IT are handled appropriately. This function will be handled by the Service Desk and the Change Management process.
Service(s)
The deliverables of the IT organization as perceived by the Customers. Contains one or more IT systems working together to enable a business process.
Ability of a component or service to perform its required function at a stated instant or over a stated period of time. It is usually expressed as the Service Availability availability ratio, i.e. the proportion of time that the (see also Availability) service is actually available for use by the Customers at the agreed upon performance level (e.g. system response time) within the agreed service hours.
Service Desk
Service Level Agreement (SLA)
The point of contact within the IT organization for consumers of IT services.
Written agreement between a service provider (e.g. the ACME IT) and the Customer(s) (e.g. an Agency), that document s agreed Service Levels for one or more Services.
Service Level Management (SLM)
The process of maintaining and improving IT Service quality through a constant cycle of defining, agreeing, documenting, monitoring, and reporting the levels of customer IT service, that are required and cost justified. This process will be defined and administered by the Service Level Management team within the ACME IT.
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Service Response Time
Support Hours (see Hours of Support)
Target timeframe set for a service to perform its required function at a stated instant or over a stated period of time. It is usually expressed as seconds or sub seconds but can be whatever time or unit measurement that is appropriate for a given platform.
The number of hours per day and the number and which days of the week that support will be provided for a given Service Level.
System
An integrated composite that consists of one or more of the processes, hardware, software, facilities and people, that provides a capability to satisfy a stated need or objective.
System Response Time
Target timeframe set for a system (OS, platform, printer, etc) component to perform its required function at a stated instant or over a stated period of time. It is usually expressed as seconds or sub seconds but can be whatever time or unit measurement that is appropriate for a given platform.
Time to Respond
The amount of time available for a response to an incident from the appropriate ACME IT support personnel. This is the time for triage on the Incident to begin at a minimum.
Time to Restore
The amount of time that is taken to return a given service to normal levels of performance from the onset of an Incident to the point where adequate checks have taken place to ensure that the service has been restored. In some cases time to restore is dependent on agency field support availability, hardware replacement contracts, and physical constraints that are beyond the control of the ACME IT.
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3.7
Price List
IT Services Price List Process: Service Level Management
Status:
In draft Under Review Sent for Approval Approved Rejected
Version:
<>
Release Date:
Note: SEARCH AND REPLACE <> Search for any << or >> as your input will be required Also review any yellow highlighted text
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Price List Considerations for Service Level Management The document is not to be considered an extensive statement as its topics have to be generic enough to suit any reader for any organization. However, the reader will certainly be reminded of the key topics that have to be considered. This document serves as a GUIDE FOR DETERMINING THE PRICE OF IT SERVICE DELIVERY TO CUSTOMERS. This document provides a basis for completion within your own organization.
This document was; Prepared by: On:
<>
And accepted by: On:
<>
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There are three considerations to review when looking to establish the prices for IT Services that are delivered. It is the combination of these areas that will help the Service Level Manager (along with the process owner for Financial Management for IT Services) set and negotiate pricing for IT Service delivery. These considerations are: 1) The degree of IT costs that are expected to be recovered. Such a decision will generally come from a business policy regarding cost recovery for other shared services. For example if Human Resources aim to recover all costs from the departments or user groups it supports, it is likely that this will also apply to IT. 2) The degree that IT wants to change consumption patterns of Customers and Users There is no surer thing. Once services start to cost, then behaviours will change and demand will decrease. Of course, the major challenge of looking to use pricing to influence (drive down) consumption is the major resistance that can be expected. 3) Budget influence Careful and well articulated pricing for IT Services allows better predictions regarding the expected budget required for a future time period. This positive influence helps to reduce the number of unexpected surprises that can often happen, when budget funds cannot support requirements. Use the following table with examples to help determine which IT Services will be charged for in your organization and the basis upon which you will levy that charge. Chargeable Item (examples) Sales transaction
E-mail sent
Ancillary Services Network connection Personal Computer File server processing
Network connection to mail server
Cost basis Simple cost per transaction, or; Cost per speed of processing, or; Cost per size of transaction Per unit, or;
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Personal Computer Internet connection
Stored limit, or; Mail items in the “in-box”
An important point to consider regarding the pricing of services is the case when a customer claims that they can buy the service cheaper from an external provider. While this may be the case, the overall impact on the organization may be negative – so it may be necessary to impose restrictions regarding purchase of external services when suitable internal services are available. Once the pricing differential is identified a controlled process of (a) reducing costs or (b) outsourcing to an external provider can be carried out. The final point to consider regarding the price of IT Services is whether actual funds transfer will take place or if charges are just imaginary (or “nominal”). Nominal charging allows customers to see the costs of the IT Services they consume, but they are not expected to transfer funds from their cost centers to the IT department. This method can have a low impact; in that without transferring funds, the affect on behavior may be negligible.
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3.8
Example Service Catalog
Some organizations only maintain either a Business Service Catalog or a Technical Service Catalog. The preferred situation adopted by the more mature organizations maintains both aspects within a single Service Catalog, which is part of a totally integrated Service Management activity and Service Portfolio. The Business Service Catalog facilitates the development of a much more proactive or even preemptive SLM process, allowing it to develop more into the field of Business Service Management. The Technical Service Catalog is extremely beneficial when constructing the relationship between services, SLAs, OLAs and other underpinning agreements and components, as it will identify the technology required to support a service and the support group(s) that support the components. The combination of a Business Service Catalog and a Technical Service Catalog is invaluable for quickly assessing the impact of incidents and changes on the business. An example of relationships between the Business and Technical portions of a Service Catalog is shown on the following page.
Transactions
Logistics Procurement Freight Logistics Supply Logistics Transportation Logistics Scheduling Chain Finance/Tax
SAP ERP Finance G/L Finance A/R Finance A/P Sales/Revenue Sales/Invoicing Sales/Billing Ops/Prod. Control Procurement/Purchasing Logistics/Inventory
Client Services Client OS Client H/W Browser Office Systems
Security Services Authorisation Authentication
Finance/ Budgeting
SAP CRM Sales/Customer Info Sales/Commission Sales/Pricing Sales/Quote Sales/Pipeline
Information Services Reporting Notification Portal Doc Management
Distributed Services Directory FTP Workflow XML Web Messaging Terminal Services
Integration Services Message File XML Host FDI
Server OS Services Windows Servers Unix Servers Mainframe Servers
Server Hardware Services Dell HP Sun IBM
Network Services WAN LAN Voice Converged
Data Services Database SAP Database BW Database Logistics Extraction Transform Load Archive/Retrieval OLAP
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3.9
Service Options
IT Services Process: Service Level Management Service Options
Status:
In draft Under Review Sent for Approval Approved Rejected
Version:
<>
Release Date:
Note: SEARCH AND REPLACE <> Search for any << or >> as your input will be required Also review any yellow highlighted text
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Document Control Author Prepared by Document Source This document is located on the LAN under the path: I:/IT Services/Service Delivery/Service Level Management/Service Options Document Approval This document has been approved for use by the following: ♦ , IT Services Manager ♦ , IT Service Delivery Manager ♦ , National IT Help Desk Manager Amendment History Issue
Date
Amendments
Completed By
Distribution List When this procedure is updated the following copyholders must be advised through email that an updated copy is available on the intranet site: Business Unit
Stakeholders
IT
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Introduction Purpose The purpose of this document is to provide the IT Organization with a breakdown of options for the Services listed in the Service Catalog Scope This document describes the following: Service Options <> Audience This document is relevant to all staff in Ownership IT Services has ownership of this document. Related Documentation Include in this section any related Service Level Management reference numbers and other associated documentation: SLM Implementation Plan / Project Plan SLM Policies, Guidelines and Scope Document SLM Process Template Service Catalog
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Executive Overview Note: The intent of this document is to provide a simple break down of options available for IT Services. This document is to be used in conjunction with SLM2200 Service Catalog.
Service Level Management Overview Summarize the organization definition for crucial Service Level Management components here. The definition of an SLA is: << insert your company’s definition here >> The definition of an OLA is: << insert your company’s definition here >> The definition of a UC is: << insert your company’s definition here >> The definition of a service is: << insert your company’s definition here >>
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Service Options The following table breaks down each service and the available options. This is a template and is used to illustrate for the user of this document the available options and structure to use when creating service options. The below table should be created for each individual service offered in the Service Catalog IT Service: IT Owner:
Business Process: Business Owner: Business Process Criticality:
Service Criticality : Service Compone Platinum nts Availabilit y Capacity Response SLA Recovery SLA Service Hours Recovery Options Security Pricing
Gold
Service Options Silver Bronze
Default
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Appendices Include any applicable appendixes that are needed.
Terminology Make sure that all terminology is captured and documented correctly.
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3.10 Roles and Responsibilities Roles and Responsibilities of Service Catalog Manager (SCM) The Service Catalog Manager has responsibility for producing and maintaining the Service Catalog. This includes responsibilities such as: • • • •
Ensuring that all operational services and all services being prepared for operational running are recorded within the Service Catalog Ensuring that all the information within the Service Catalog is accurate and up-to-date Ensuring that all the information within the Service Catalog is consistent with the information within the Service Portfolio Ensuring that the information within the Service Catalog is adequately protected and backed up.
Roles and Responsibilities for Service Level Manager (SLM) The Service Manager has responsibility for ensuring that the aims of Service Level Management are met. This includes responsibilities such as: • • • • • • • • • •
Keeping aware of changing business needs Ensuring that the current and future service requirements of customers are identified, understood and documented in SLA and SLR documents. Negotiating and agreeing levels of service to be delivered with the customer (either internal or external); formally documenting these levels of service in SLA’s Negotiating and agreeing OLA’s and, in some cases, other SLA’s and agreements that underpin the SLA’s with the customers of the service Assisting with the production and maintenance of an accurate Service Portfolio, Service Catalog, Application Portfolio and the corresponding maintenance procedures Ensuring that targets agreed within underpinning contracts are aligned with SLA and SLR targets Ensuring that service reports are produced for each customer service and that breaches of SLA targets are highlighted, investigated and actions taken to prevent recurrence Ensuring that service performance reviews are schedules, carried out with customers regularly and are documented with agreed actions progressed Ensuring that improvement initiatives identified in service reviews are acted on and progress reports are provided to customers. Reviewing service scope, SLA’s, OLA’s and other agreements on a regular basis, ideally at least annually Page 126
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• • • • • •
Ensuring that all changes are assessed for their impact on service levels, including SLA’s, OLA’s and underpinning contracts, including attendance at Change Advisory Board meetings – if appropriate Identifying all key stakeholders and customers Developing relationships and communication with stakeholders, customers and key users Defining and agreeing complaints and their recording, management, escalation, where necessary, and resolution Definition recording and communication of all complaints Measuring, recording, analyzing and improving, customer satisfaction.
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3.11 Service Design: The Big Picture In order to develop effective and efficient service solutions that meet the requirements of the business and the needs of IT, it is essential that all the inputs and needs of all other areas and processes are reconsidered within each of the Service Design activities, as illustrated in Figure 2. This will ensure that all service solutions are consistent and compatible with existing solutions and will meet the expectations of the customers, and users. This will most effectively be achieved by consolidating these facets of the key processes into all of these Service Design activities, so that all inputs are automatically referenced every time a new or changed service solution is produced. Figure 2 New requirements
Service Strategy
Operational new services
Strategies and constraints
Analyze requirements, document and agree
Design service solution
Service Design Package
Evaluate alternative solutions
Service Transition
Procure the preferred solution
Service Operation
Service Design
Develop the solution
Architectures
Service Portfolio
Measurement methods
Key Service Design processes Service Catalog
SLM: policy, plans, SIP, SLRs, SLAs, OLAs, reports
Service Catalog M.
Capacity: policy, plans, CMIS, reports, sizing, forecasts
Service Level Management
Availability: policy, plans, design criteria, risk analysis, AMIS, reports, schedules
Capacity Management
ITSCM: policy, Plans, BIA, BCPs, IT SCPs, risk analysis, reports and schedules
Availability Management
IT Service .Continuity M
Security: policy, plans, risk analysis, reports, classification, controls
Information Security
Supplier: policy, plans, reports, SCD, contracts
Supplier Management
Process inputs from other areas including: Event , Incident, Problem, Request Fulfillment, Access, Change, Configuration, Knowledge, Release and Deployment (planning, risk evaluation, build and test, acceptance), Financial, Service Portfolio, Demand Management
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3.12 Key Links, Inputs and Outputs of Service Design Figure 1 gives a good overview of the links, inputs and outputs involved at each stage of the Service Lifecycle. It illustrates the key outputs produced by each stage, which are used as inputs by the subsequent stages. The Service Portfolio acts as ‘the spine’ of the Service Lifecycle. It is the single integrated source of information on the status of each service, together with other service details and the interfaces and dependencies between services. The information within the Service Portfolio is used by the activities within each stage of the Service Lifecycle. Figure 1
The business/customers
Requirements
S e r v i c e C a t a l o g u e
Service Strategy Strategies
Policies
Resource & constraints
Service Design
Objectives from Requirements
SDPs Solution Designs
Standards Architectures
Service Transition Transition Plans
Tested solutions
SKMS
Operational services
Service Operation
Continual Service Improvement
Improvement actions & plans
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3.13 Business Justification
IT Services Business Justification Process: Service Level Management
Status:
In draft Under Review Sent for Approval Approved Rejected
Version:
<>
Release Date:
Note: SEARCH AND REPLACE <> Search for any << or >> as your input will be required Also review any yellow highlighted text
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Business Justification Document for Service Level Management The document is not to be considered an extensive statement as its topics have to be generic enough to suit any reader for any organization. However, the reader will certainly be reminded of the key topics that have to be considered. This document serves as a reference for HOW TO APPROACH THE TASK OF SEEKING FUNDS for the implementation of the Service Level Management process. This document provides a basis for completion within your own organization.
This document was; Prepared by: On:
<>
And accepted by: On:
<>
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Service Level Management Business Justification A strong enough business case will ensure progress and funds are made available for any IT initiative. This may sound like a bold statement but it is true. As IT professionals we have (for too long) assumed that we miss out on funds while other functional areas (e.g. Human resources and other shared services) seem to get all that they want. However, the problem is not with them, it’s with US. We are typically poor salespeople when it comes to putting our case forward. We try to impress with technical descriptions, rather than talking in a language that a business person understands. For example: We say
We should say
We have to increase IT security controls, with the implementation of a new firewall.
Two weeks ago our biggest competitor lost information that is now rumoured to be available on the internet.
The network bandwidth is our biggest bottleneck and we have to go to a switched local environment.
The e-mail you send to the other national managers will take 4 to 6 hours to be delivered. It used to be 2 to 3 minutes, but we are now using our computers for many more tasks.
Changes to the environment are scheduled for a period of time when we expect there to be minimal business impact.
We are making the changes on Sunday afternoon. There will be less people working then.
Doesn’t that sound familiar? To help reinforce this point even further, consider the situation of buying a new fridge. What if the technically savvy sales person wants to explain “the intricacies of the tubing structure used to super cool the high pressure gases, which flow in an anti-clockwise direction in the Southern hemisphere”. Wouldn’t you say “too much information, who cares – does it make things cold?” Well IT managers need to stop trying to tell business managers about the tubing structure and just tell them what they are interested in.
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So let’s know look at some benefits of Service Level Management. Remember that the comments here are generic, as they have to apply to any organization. Notes/Comments/Relevance The most important aspect of Service Level Management is the monitoring and delivery of services that lead to increasing satisfaction levels of customers. (Note in ITIL terms the Customer is the person who “pays” for the IT Service)
With Service Level Management we focus on meeting the Service Level Requirements specified to us by customers. The SLR gives us a blueprint to check our own Service Delivery against. IT Services delivered that have no corresponding SLR may in fact be surplus to business requirements.
Service Level Management forces us into the creation of targets and metrics against which we can measure performance. If it can’t be measured it can’t be managed.
Through the process of Service Level Management we can develop a common language of understanding between IT and Customers. The process of establishing and monitoring performance levels means that when IT and business people discuss IT related issues they are in fact talking about the same thing (and not – as often happens – talking at odds with each other. For example if a meeting is held to discuss the Service Level Agreement for the provision of E-mail services then there is common ground for discussion.
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Service Level Management also ensures that we have clearly defined roles and responsibilities. This is a clear benefit in that we can easily identify those involved with negotiations, escalations, monitoring and reporting. Even if one person performs many different roles within the process we can clearly articulate what these are. (importantly, the process also allows us to document customer responsibilities as well as IT)
The monitoring aspect of SLM is the perfect way to discover weak or potentially weak areas of Service Delivery. Ideally, identified in advance so that remedial action can be taken (e.g. Service Improvement Plan – SIP)
SLM underpins supplier management (and vice versa) - in cases where services are outsourced the SLAs are a key part of managing the relationship with the third-party - in other cases service monitoring allows the performance of suppliers (internal and external) to be evaluated and managed
When we create Service Level Agreements – the most widely known single activity of Service Level Management - we generally include a section on Pricing. The SLA then becomes the basis of charging for IT Services (Note that IT Service Managers must be able to clearly articulate the difference between cost and value – cost is discussed in absolute monetary terms; value is a discussion regarding potential business impact).
An important, but often overlooked part of this
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process is the identification of weaknesses in the use of IT Services from the organization end-user population. Monitoring the nature of calls for support and general communication can help us to identify such weaknesses and therefore suggest education programs that will address the lack of knowledge and skill.
Having a continuous improvement philosophy regarding IT Service delivery ensures that the IT Department is (a) looking to reduce service disruptions and (b) decrease the overall cost of service delivery (without compromising the quality).
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3.14 Communication Plan
IT Services Communication Plan Process: Service Level Management
Status:
In draft Under Review Sent for Approval Approved Rejected
Version:
<>
Release Date:
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Communication Plan for Service Level Management The document is not to be considered an extensive statement as its topics have to be generic enough to suit any reader for any organization. However, the reader will certainly be reminded of the key topics that have to be considered. This document serves as a GUIDE FOR COMMUNICATIONS REQUIRED for the Service Level Management process. This document provides a basis for completion within your own organization. This document contains suggestions regarding information to share with others. The document is deliberately concise and broken into communication modules. This will allow the reader to pick and choose information for e-mails, flyers, etc. from one or more modules if and when appropriate.
This document was; Prepared by: On:
<>
And accepted by: On:
<>
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Initial Communication Sell the Benefits. First steps in communication require the need to answer the question that most people (quite rightly) ask when the IT department suggests a new system, a new way of working. WHY? It is here that we need to promote and sell the benefits. However, be cautious of using generic words. Cite specific examples from your own organization that the reader will be able to relate to. Generic Benefit statements
Specific Organizational example
CM provides accurate information on our IT components. Allows us to more carefully control the valuable IT infrastructure. Helps us to more effectively manage our expenditure on IT.
This is important because…
Assists with protecting against illegal or unauthorized software.
In recent times our control on IT has… Apart from the obvious benefits, the IT department in recent times has… A recent example of … saw the individual and the company face severe penalties.
The above Communication module (or elements of) was/were distributed; To: On:
<>
By: On:
<>
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Service Level Management Goals The Goals of Service Level Management The Goals of Service Level Management can be promoted in the following manner. Official Goal Statement: Through a process of continual negotiation, discussion, monitoring and reporting the Service Level Management process aims to ensure the delivery of IT Services that meet the requirements and expectations of our customers and end-users. •
Seek agreement on expected delivery of IT service by gaining an understanding of the Service Level Requirements from nominated personnel
(Special Tip: Beware of using only Managers to gain information from, as the resistance factor will be high) •
Oversee the monitoring of service delivery to ensure that the negotiations regarding the service requirements are not ignored and treated as a once off exercise.
•
Provide relevant reports to nominated personnel.
(Special Tip: Beware of reporting only to Managers. If you speak to a lot of people regarding Service Delivery then you need to establish ways to report to these people the outcomes and progress of the discussions). Always bear in mind the “so what” factor when discussing areas like goals and objectives. If you cannot honestly and sensibly answer the question “so what” – then you are not selling the message in a way that is personal to the listener and gets their “buy-in”.
The above Service Level Management Goals module was distributed; To: On:
<>
By: On:
<>
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Service Level Management Activities Intrusive & Hidden Activities The list of actions in this module may have a direct impact on end users. They will be curious as to why staff have a sudden interest in trying to develop an understanding regarding what they need from IT. There could be an element of suspicion, so consider different strategies to overcome this initial skepticism. 1. Identification • Analyzing current services and Service Level Requirements • Recording the current service provision in a Service Catalog. 2. Definition Matching & customizing (with the customer) of the right service provision against the right costs: • •
Service Catalog Demands of the customer (Service Level Requirements).
3. Agreement (Defining and signing SLA/s) • Service Level Agreements, supported by: Operational Level Agreements (OLAs) and Underpinning Contracts 4. Monitoring Measuring the actual service levels against the agreed service levels 5. Reporting Reporting on the service provision (to the customer and the IT organization) 6. Evaluation (review) • Evaluate the service provision with the customer • Match & customize: adjust service provision if required? (SIP, SQP) • Match & customize: adjust SLA if required?
Information regarding activities was distributed; To: On:
<>
By: On:
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Service Level Management Deliverables Outputs of the Process There are a variety of output documents that should be visible to the customer and end-user. Outlining these will allow the use of common terms – which enhances the overall communication process. 1.1
SLR = Service Level Requirements • •
1.2
Detailed recording of the customers’ needs Blueprint for defining, adapting and revising of services Service Spec Sheets = Service Specifications
• 1.3
Connection between functionality (externally / customer focused) and technicalities (internally / IT organization focused) Service Catalog
• • • 1.4
Detailed survey of available services Detailed survey of available service levels Derived from the Service Spec Sheets, but written in “customer terminology” SLA = Service Level Agreement
The written agreement between the provider and the customer (business representative) 1.5
Service Level Achievements = the Service Levels that are realized
SIP = Service Improvement Programme / Plan Actions, phases and delivery dates for improvement of a service 1.6
OLA = Operational Level Agreement (or SPA, Service Provisioning Agreement)
News about the Service Level Management deliverables was distributed; To: On:
<>
By: On:
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Service Level Management Planning Costs Information relating to costs may be a topic that would be held back from general communication. Failure to convince people of the benefits will mean total rejection of associated costs. If required, costs fall under several categories: •
Personnel – audit verification staff, database management team (Setup and ongoing)
•
Accommodation – Physical location (Set-up and ongoing)
•
Software – Tools (Set-up and ongoing)
•
Hardware – Infrastructure (Set-up)
•
Education – Training (Set-up and ongoing)
•
Procedures – external consultants etc. (Set-up)
The costs of implementing Service Level Management will be outweighed by the benefits. For example, many organizations have a negative perception of the function of the IT Department. A well run Service Level Management process will make major inroads into altering that perception. Failure to deliver acceptable services will only add to any poor perceptions and start business people questioning the value of IT.
Details regarding the cost of Service Level management were distributed; To: On:
<>
By: On:
<>
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3.15 Business IT Flyers
IT Services Process: Service Level Management Business and IT Flyers
Statu s:
In draft Under Review Sent for Approval Approved Rejected
Versi on:
<>
Rele ase Date:
Note: SEARCH AND REPLACE <> Search for any << or >> as your input will be required Also review any yellow highlighted text
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Introduction The following pages provide 2 examples of flyers that can printed and distributed throughout your organization. They are designed to be displayed in staff rooms. Note, they are examples, and your input is required to complete the flyers. Remember, the important thing is to ensure that the message delivered in the flyer is appropriate to the audience that will be reading it. So think about how and where you will be distributing the flyers.
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Service Level Management Key Points:
IT Services Department
•Agreed Levels of Service.
Wanted: Improved IT Services
•Easy to understand Service Catalog. •Services You Need. •Services at the Right Time! •Improved IT Services
The IT Department is embarking on a Service Level Management Improvement Programme. << Provide brief description of Service Level Management >> <
•Less Disruption • <>
THE BENEFITS << List the benefits to the intended audience. Keep it Simple Use Bullet Points >>
Where are you going to send this flyer? Which locations will the flyer be posted at? If you are posting the flyer in staff rooms, then the content needs to reflect the information that will be of use to them. For example, list a common set of services and the level that they are provided at. This helps set the expectations for the
THE PROCESS << List the steps involved in the process Keep it simple
services being delivered by the IT Departments. >> << What process do they need to follow when recording information about failures in IT Services? >> Provide contact lists for the IT Department as well as the business managers that they can contact. >>
CONTACTS << List the contacts Input any graphics in here >>
Show steps as necessary and beneficial >>
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Service Level Management
IT SERVICE IMPROVEMENT PROGRAMME
HELP US HELP YOU Contact your immediate Manager to let them know what you need to do your job better We need to know about the Services YOU NEED. IMPROVED SERVICE DELIVERY IS OUR GOAL KNOW YOUR SERVICE RIGHTS
Sponsored by IT SERVICES “Constantly improving and aligning to your needs”
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3.16 Email Text
IT Services Process: Service Level Management Email Text
Status:
In draft Under Review Sent for Approval Approved Rejected
Version:
<>
Release Date:
Note: SEARCH AND REPLACE <> Search for any << or >> as your input will be required Also review any yellow highlighted text
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Introduction In the next section of this document is an example email text that can be distributed across your organization. Note, that this is just one piece of text for one email. However, it is advisable to create a few different versions of the below text, which you can store in this document, for future use. This is very important, as each time you send an email regarding your Service Level Management process it should be different and targeted to the correct audience. This document provides a method for also keeping track of your communication that you have made to the rest of the organization, and to keep in focus the promises that have been made regarding this process.
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Dear << insert audience here, for example, Customer, IT Staff, Marketing Dept etc. >> Service Level Management and Agreements The IT Department <> is embarking on a Service Improvement Programme. What does this mean to you? The IT Department continually strives to improve the service it delivers to its customers. The IT Services department provides internal support for <<e.g. Business applications and equipment: Enter any appropriate details here>>. In order to improve the IT Services and ensure that they are aligned with the needs of the organization, we have decided to embark on a service improvement programme. This programme will result in the implementation of a process called Service Level Management. What is Service Level Management? This process is responsible for defining, recording, agreeing and improving IT Services. It is a process that is there to ensure that service quality is kept to a maximum. We have defined the Goal for Service Level Management as follows: << INSERT YOUR GOAL FOR SERVICE LEVEL MANAGEMENT HERE >> What is your involvement? The IT Department will be creating a list of IT Services that it delivers. This will be captured in a Service Catalog (SC). The list of services will then be presented to the different departments within <>. From this list, each department will be able to pick the service(s) that they use, and through our requirements gathering, make appropriate changes to meet the specific needs of the department. From this, we will be able to then formulate agreements on the services being provided. These will be called Service Level Agreements. This will help ensure that the IT Department is aligning its Services with the business needs, provide a way to measure the services, set expectations of the services being delivered, and more importantly provide an avenue for discovery in service improvement.
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We have appointed a Service Level Manager to help drive this process. The Service Level Manager will be the interface between the IT Department and the Department heads within the organization. The Service Level Manager will work closely with the business in defining the necessary services and agreeing their level of availability. However, the process will still require users of the IT Service to call/contact the Service Desk for support issues. This is vitally important, as statistics regarding unavailability of IT Services will still be gathered from the Service Desk. The more people that use the Service Desk, the better the information, and therefore the better the ability to discover service improvements. The following can be considered a list of benefits to be derived from the process: << • •
•
List benefits applicable to your audience. For example: Benefits to the Business: o Improved relationship with customers o IT and Customers have a clear and consistent expectation of service For example: Benefits to the IT Department o Better understanding of the level of service to be provided o Reacting appropriately due to Service Level Agreements o Operation Level Agreements reinforce communications
>> The commencement date of the new process is scheduled for: << insert date >> OR Completion of the process will be: << insert date >> This is a detailed process and there may be some operational difficulties to overcome, but with your support, I am sure we can provide an extremely beneficial process to both the Business / <> and IT. If you have any questions regarding this, please do not hesitate to contact me at << phone number >>
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3.17 Implementation Plan
IT Services Implementation Plan/Project Plan Skeleton Outline Process: Service Level Management
Status:
In draft Under Review Sent for Approval Approved Rejected
Version:
<>
Release Date:
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Planning and Implementation for Service Level Management This document provides guidance for the planning and implementation of the Service Level Management ITIL process. The document is not to be considered an extensive plan as its topics have to be generic enough to suit any reader for any organization. However, the reader will certainly be reminded of the key topics that have to be considered for planning and implementation of this process. Initial planning When beginning the process planning the following items must be completed:
CHECK
DESCRIPTION
☺ or 2 or date Get agreement on the objective (use the ITIL definition), purpose, scope, and implementation approach (eg. Internal, outsourced, hybrid) for the process. Assign a person to the key role of process manager/owner. This person is responsible for the process and all associated systems. Conduct a review of activities that would currently be considered as an activity associated with this process. Make notes and discuss the “re-usability” of that activity. Create and gain agreement on a high-level process plan and a design for any associated process systems. NOTE: the plan need not be detailed. Too many initiatives get caught up in too much detail in the planning phase. KEEP THE MOMENTUM GOING. Review the finances required for the process as a whole and any associated systems (expenditure including people, software, hardware, accommodation). Don’t forget that the initial expenditure may be higher than the ongoing costs. Don’t forget annual allowances for systems maintenance or Page 158
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customizations to systems by development staff. Agree to the policy regarding this process Create Strategic statements.
Refer to Policies, Objective & Scope document on page 31 for more template information regarding Policy, Objective and Scope statements. Policy Statement The policy establishes the “SENSE OF URGENCY” for the process. It helps us to think clearly about and agree on the reasons WHY effort is put into this process. An inability to answer this seemingly simple, but actually complex question is a major stepping stone towards successful implementation The most common mistake made is that reasons regarding IT are given as the WHY we should do this. Reasons like to make our IT department more efficient are far too generic and don’t focus on the real issue behind why this process is needed. The statement must leave the reader in no doubt that the benefits of this process will be far reaching and contribute to the business in a clearly recognizable way. Objective Statement When you are describing the end or ultimate goal for a unit of activity that is about to be undertaken you are outlining the OBJECTIVE for that unit of activity. Of course the activity may be some actions for just you or a team of people. In either case, writing down the answer to WHERE will this activity lead me/us/the organization is a powerful exercise. There are many studies that indicate the simple act of putting a statement about the end result expected onto a piece of paper, then continually referring to it, makes achieving that end result realistic. As a tip regarding the development of an objective statement; don’t get caught up in spending hours on this. Do it quickly and go with your instincts or first thoughts – BUT THEN, wait a few days and review what you did for another
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short period of time and THEN commit to the outcome of the second review as your statement. Scope Statement In defining the scope of this process we are answering what activities and what “information interfaces” does this process have. Don’t get caught up in trying to be too detailed about the information flow into and out of this process. What is important is that others realize that information does in fact flow. For example, with regard to the SERVICE LEVEL MANAGEMENT process we can create a simple table such as:
Service Level Management Information flows Process SLMMgt FinancialMgt
to to
Process FinancialMgt SLMMgt
Information Customer budget details Expected ROI calculations for new service
SLMMgt
to
ReleaseMgt
ReleaseMgt
to
SLMMgt
Details regarding mandatory times for service availability Expected impact (+ve or –ve) of release
SLMMgt
to
ServiceDesk
ServiceDesk
to
SLMMgt
Client expectations regarding call pick up times (eg. 2 rings) Details of irate callers
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Steps for Implementation There can be a variety of ways to implement this process. For a lot of organizations a staged implementation may be suitable. For others a “big bang” implementation – due to absolute equality may be appropriate. In reality however, we usually look at implementation according to pre-defined priorities. Consider the following options and then apply a suitable model to your own organization or case study. STEPS
NOTES/ /RELEVANCE/DATES /WHO
Produce the Service Catalog
Plan the SLA Structure
Establish the Service Level Requirements
Draft SLA and seek initial approval
Establish monitoring levels
Review agreements with internal and external suppliers
Define reporting standards
Publicize and market
The priority selection has to be made with other factors in mind, such as competitive analysis, any legal requirements, and desires of “politically powerful influencers”.
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Costs The cost of process implementation is something that must be considered before, during and after the implementation initiative. The following points and table helps to frame these considerations: (A variety of symbols have been provided to help you indicate required expenditure, rising or falling expenditure, level of satisfaction regarding costs in a particular area, etc.))) Initial Personnel
During Ongoing 0
/
Costs of people for initial design of process, implementation and ongoing support Accommodation
☺
Costs of housing new staff and any associated new equipment and space for documents or process related concepts. Software New tools required to support the process and/or the costs of migration from an existing tool or system to the new one. Maintenance costs Hardware New hardware required to support the process activities. IT hardware and even new desks for staff. Education Re-education of existing staff to learn new techniques and/or learn to operate new systems. Procedures Development costs associated with filling in the detail of a process activity. The step-by-step recipe guides for all involved and even indirectly involved personnel. In most cases, costs for process implementation have to be budgeted for (or allocated) well in advance of expenditure. Part of this step involves deciding on a charging mechanism (if any) for the new services to be offered.
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Build the team Each process requires a process owner and in most situations a team of people to assist. The Service Level Management process is perhaps the process in the Service Design and Continual Service Improvements phases that has the largest amount of initial and on-going activity. The team size may or may not reflect this. Of course a lot will be dependant on the timing of the implementation and whether it is to be staged or implemented as one exercise. Refer to the Roles and Responsibilities of the Service Catalog Manager on page 129. Analyze current situation and FLAG Naturally there are many organizations that have many existing procedures/processes and people in place that feel that the activities of SLM are already being done. It is critical to identify these systems and consider their future role as part of the new process definition. Examples of areas to review are: Area
Notes
Power teams Current formal procedures Current informal procedures Current role descriptions Existing organizational structure Spreadsheets, databases and other repositories Other…
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Implementation Planning After base decisions regarding the scope of the process and the overall planning activities are complete we need to address the actual implementation of the process. It is unlikely that there will not be some current activity or work being performed that would fit under the banner of this process. However, we can provide a comprehensive checklist of points that must be reviewed and done. Implementation activities for Service Level Management Activity
Notes/Comm ents/Time Frame/Who
Review current and existing Service Level Management practices in greater detail. Make sure you also review current process connections from these practices to other areas of IT Service Delivery. Review the ability of existing functions and staff. Can we “reuse” some of the skills to minimize training, education and time required for implementation? Establish the accuracy and relevance of current processes, procedures and meetings. As part of this step if any information is credible document the transition from the current format to any new format that is selected. Decide how best to select any vendor that will provide assistance in this process area (including tools, external consultancy or assistance to help with initial high workload during process implementation). Establish a selection guideline for the evaluation and selection of tools required to support this process area (i.e. SLA Management tools). Purchase and install tools required to support this process (i.e. SLA Management tool). Ensure adequate skills transfer and on-going support is considered if external systems are selected. Create any required business processes interfaces for this process that can be provided by the automated tools (eg. reporting – frequency, content). Document and get agreement on roles, responsibilities and training plans.
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Communicate with and provide necessary education and training for staff that covers the actual importance of the process and the intricacies of the process itself. An important point to remember is that if this process is to be implemented at the same time as other processes that it is crucial that both implementation plans and importantly timing of work is complementary. Cutover to new processes The question of when a new process actually starts is one that is not easy to answer. Most process activity evolves without rigid starting dates and this is what we mean when we answer a question with “that’s just the way it’s done around here”. Ultimately we do want the new process to become the way things are done around here, so it may even be best not to set specific launch dates, as this will set the expectation that from the given date all issues relating to the process will disappear (not a realistic expectation).
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4
FURTHER READING
For more information on other products available from The Art of Service, you can visit our website: http://www.theartofservice.com If you found this guide helpful, you can find more publications from The Art of Service at: http://www.amazon.com
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