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Computing 3 Management
Lecture 9
IT Service Management Functions and Processes
Semester 1, 2021 Dr Rabiul Hasan
The University of Sydney
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Where Are We Now ? — Course map
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Peer review form – Individual contributions to group
Completing peer review form is not mandatory for all groups
Any member or group can request the tutor for the peer review form if there is any issue in the team. Otherwise, every member will the same mark in group work.
Participations to group work is mandatory, see UoS outline
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Knowledge Test
Knowledge Test Format
– Week11,at6:00pm,lecturetime,18May
– Coverage:weeks4-9,includinglectures,casestudies,andclass practices
– 5-6descriptiveandanalyticalquestions,lengthofresponsewillvary.
– Open-bookonlinetestusingCanvas
– Duration90minutes
– Nolectureonthetestdayinweek11
– AnyquestionsontheKnowledgeTest?
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Objectives
Discuss the concept of function and process
Discuss IT service management (ITSM) functions and processes
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Understanding function
A self-contained unit of an organisation that carries out one or more processes or activities
Examples: the service desk or IT operations
The University of Sydney Source: IT Service Management – Support for your ITSM Foundation exam (Sansbury et al., 2016) Page 6
Understanding process
A process is a set of activities and procedures intended to achieve a specific objective.
A process may include any of the roles, responsibilities, tools and management controls required to meet the objectives reliably.
A process may define policies, standards, guidelines, activities and work instructions if they are needed.
Q: Can individual functions perform entire processes?
The University of Sydney Source: IT Service Management – Support for your ITSM Foundation exam (Sansbury et al., 2016) Page 7
Service Management Functions and Process
Strategy management for IT services Incident management
Problem management
Service asset and configuration management
Change management
Service desk
Service level management
Financial management for IT services Capacity management
Availability management
IT service continuity management
The University of Sydney
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Strategy management for IT services
Balanced Scorecard is a framework to implement and manage strategy.
It links a vision to strategic objectives, measures, targets, and initiatives.
It balances financial measures with performance measures and objectives related to all other parts of the organisation.
It is a business performance management tool.
The University of Sydney Source: Balanced Scorecard – What is the Balanced Scorecard? (intrafocus.com) Page 9
Strategy management for IT services
The University of Sydney Source: Balanced Scorecard – What is the Balanced Scorecard? (intrafocus.com) Page 10
Incident management
The goal of incident management is to restore normal service operation as quickly as possible, and minimise any adverse impact on business operations.
The responsibilities of incident management incudes the following:
– Attendtheincidentassoonaspossible
– Alertspecialistsupportgroups
– Keeptheend-userandservicedeskinformed
– Classifyincidentsaccordingtotypeandpriority,andmatchagainsta known error, or previously attended incident
– Informtheproblemmanagementdepartment
– Trytoresolvetheincidentusingreadilyavailablesolutions
– Closetheincident
The University of Sydney Source: Thejendra, B. S. (2014). Practical IT Service Management: A concise guide for busy executives Page 11
Incident management
The only good downtime is no downtime.
Information Technology Intelligence Consulting (ITIC)’s latest survey data finds that 98% of organizations say a single hour of downtime costs over $100,000; 81% of respondents indicated that 60 minutes of downtime costs their business over $300,000. And a record one-third or 33% of enterprises report that one hour of downtime costs their firms $1 million to over $5 million.
The University of Sydney adapted from the source: ITIC » Posts » Cost of Hourly Downtime Soars: 81% of Enterprises Say it Exceeds $300K On Page 12 Average (itic-corp.com)
Problem management
A problem is the not-yet-known root cause behind one or more incidents.
Problem management is the process of identifying and managing the causes of incidents on an IT service.
Q: Problem management is not just about finding and fixing incidents. Why?
Q: Do you think problem management matters? Why? – Time
– Cost
– Productivity – Satisfaction
The University of Sydney Adapted from the source: What is problem management? A guide | Atlassian Page 13
Service asset and configuration management
Configuration activities
The University of Sydney Source: IT Service Management – Support for your ITSM Foundation exam (Sansbury et al., 2016) Page 14
Change management
The only constant is change. Change is essential and natural and must be embraced.
Change management interfaces with other service management processes: – Assetandconfigurationmanagement
– Problemmanagement
– ITservicecontinuitymanagement – Informationsecuritymanagement
– Capacityanddemandmanagement – Serviceportfoliomanagement
The University of Sydney Source: IT Service Management – Support for your ITSM Foundation exam (Sansbury et al., 2016) Page 15
Change management
IBM Better Change methodology
The University of Sydney Adapted from the source: Why a business case for change management (ibm.com) Page 16
Change management
Q: How does change play a role in transformation?
Change is incremental, small-scale adaptation
Transformation – extensive, greatly improves future landscape of an organisation.
Examples of them?
The University of Sydney Page 17
Service desk
The service desk is a function and not a process.
The service desk is made up of a group of staff trained to deal with service events. Service desk staff will have access to the necessary tools to manage these events.
The University of Sydney Source: IT Service Management – Support for your ITSM Foundation exam (Sansbury et al., 2016) Page 18
Service desk
Local service desk
The University of Sydney Source: IT Service Management – Support for your ITSM Foundation exam (Sansbury et al., 2016) Page 19
Service desk
Centralised service desk
The University of Sydney Source: IT Service Management – Support for your ITSM Foundation exam (Sansbury et al., 2016) Page 20
Service desk
Virtual service desk
The University of Sydney Source: IT Service Management – Support for your ITSM Foundation exam (Sansbury et al., 2016) Page 21
Service level management
Service level management (SLM) is the process of defining, agreeing, documenting and managing an effective IT service that is expected by the business.
SLM includes service level agreements (SLAs). SLA is a signed contract between the parties involved.
Q: Why should there be an SLA?
The University of Sydney Source: Thejendra, B. S. (2014). Practical IT Service Management: A concise guide for busy executives Page 22
Service level management
Service level agreement (SLA) contents: – Agreeingparties
– Period
– Reports
– DefinitionofITsupport
– Availabilitysummary
– ResponsibilitiesofITServices
– Responsibilitiesoftheend-usersandbusinessmanagers – Exclusions
– Servicedeskhours
– Response
– Contactingtheservicedesk
– Callresolutionprocess
– Issuesandlimitations
– Unpredictablefailures
– Equipmentmaintenance
– Escalationprocedures
The University of Sydney Source: Thejendra, B. S. (2014). Practical IT Service Management: A concise guide for busy executives Page 23
Financial management for IT services
It is the process of budgeting, accounting and charging for IT services.
It ensures the proper management of monetary resources to support the organisation’s IT goals. Example: any solution proposed by IT services must meet the requirements defined in service level management, is justified from a cost and budget standpoint.
The University of Sydney Source: Thejendra, B. S. (2014). Practical IT Service Management: A concise guide for busy executives Page 24
Financial management for IT services
The University of Sydney Source: Thejendra, B. S. (2014). Practical IT Service Management: A concise guide for busy executives Page 25
Capacity management
Capacity is a measure of total outputs. Example: IT service unit can serve no more than150 customer inquiries a day. If they served 120 yesterday, what is the capacity utilisation?
Capacity use = (actual output/max possible output)x100
Capacity use = %
The University of Sydney Page 26
Capacity management
The University of Sydney
Adapted from the source: Best practices for ITIL capacity management | Lucidchart Blog Page 27
Capacity management
Q: What are the benefits of capacity management? – Performance
– Redundantwork/waste
– Cost
– Satisfactionandtrustbetweenparties
– Decisionsonfuturegrowthandcapacityneeds
The University of Sydney Adapted from the source: Best practices for ITIL capacity management | Lucidchart Blog Page 28
Availability management
Q: Why is availability management important in ITSM? – Costeffectiveness?
The University of Sydney Adapted from the source: Availability Plan: What is its purpose in ITIL Service Design? (advisera.com) Page 29
IT service continuity management (ITSCM
The goal of ITSCM is to reduce the downtime, costs, and business impact of disaster-level incidents. The objectives include the following:
– WorkingcloselywithBusinessContinuityManagement(BCM)toprotect overall business continuity
– CreatingandmanagingplansforITservicecontinuityandrecoveryin case of disaster
– Workingwithvendorstominimizetheimpactofanydowntimeintheir products and services, as it relates to the business
– Analyzingriskandimpactandrevisingplansaccordinglyovertime
The University of Sydney Adapted from the source: A guide to IT Service continuity management (ITCSM)| Atlassian Page 30
IT service continuity management (ITSCM)
ITSM process includes planning, communication, clear responsibilities, testing, and continuous improvement
Q: Do you think ITSCM matters? Why?
The University of Sydney Adapted from the source: A guide to IT Service continuity management (ITCSM)| Atlassian Page 31
Scenario Analysis 1 – State Wide Service Desk, eHealth NSW
Review this brief scenario and respond to the following questions:
ROOM 1-5 https://docs.google.com/document/d/187RGVyEKMgK6O4Xdw
a2FH7HViM1pr7RwuQYicCjjv2Q/edit?usp=sharing
Q1: Did SWSD make a change or embrace a transformation? Justify your response.
Q2: Assume you are a service leader with a strong technological background. How would you improve this service desk in terms of type, structure and its communication process?
Adapted from the source: State Wide Service Desk – eHealth NSW
The University of Sydney
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Scenario Analysis 1 – State Wide Service Desk, eHealth NSW
The University of Sydney Adapted from the source: State Wide Service Desk – eHealth NSW Page 33
Scenario Analysis 2 – Service Victoria
Explore the Service Victoria site including ‘find services’ and
‘about us.’
ROOM 6-10 https://docs.google.com/document/d/1AUfR8preIAtP5XJIN4hc3
gU7_f2IRSdbgn5TUmKmbvM/edit?usp=sharing
Q3: Assume you are a service leader with strong interdisciplinary (e.g., technological, business, management) background. Identify areas of service transformation for Service Victoria and justify your response.
The University of Sydney Adapted from the source: Victorian Government Services Online | Service Victoria Page 34
Scenario Analysis 2 – Service Victoria
The University of Sydney Adapted from the source: Victorian Government Services Online | Service Victoria Page 35
Announcement (if any)
Q &A?
Thanks everyone !
The University of Sydney Page 36