cisco services · etom / itil sd im pom chm rem avm cam secm – smartnet/sas/sasu: worldwide...
TRANSCRIPT
Cisco Services
in the context of international
standards eTOM / ITIL / CoBIT
H Gü th RillHans Günther Rill
© 2006 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID 1
Agenda
Mapping Cisco Services to
international standards (ITIL,eTOM,CoBiT)
Cisco Service delivery in the context of
international standards (ITIL,eTOM,CoBiT)
KPI based service delivery
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 2SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Cisco Service delivery in the context ofinternational standards (ITIL,eTOM,CoBiT)
Mapping Business strategy to IT-Strategy
BusinessStrategy
BusinessStrategy
IT
IntegratedStrategy
ITStrategy
Strategy
time
IT ProcessesITILBest
practices :
Corporate GovernanceBusiness Processes
eTOMBestpractices :
Mapping
IT Governanceprovides a structure that links IT processes
and IT Resources to enterprise strategies and objectives
ControlControl
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Executive report 3SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
COBITBestpractices :
Which are the IT-Standards ?eTOM (E h d T l O ti M ®)eTOM (Enhanced Telecom Operations Map®)
Currently ITU standard
A common language for business processes
Process framework to guide the development and management of key processes within a Information andmanagement of key processes within a Information and Communications Service Provider (ICSP)
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 4SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Which are the IT-Standards ?ITIL I f ti T h l I t t d LibITIL = Information Technology Integrated Library
A best practice framework for IT OperationsOperationsContains codes of practice for quality
management of IT services andmanagement of IT services and infrastructureDefines quality as “matched to businessDefines quality as matched to business
needs and user requirements as these evolve”
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 5SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
ITIL (Information Technology Integrated Library ) mapping TOMeTOM (Enhanced Telecom Operations Map®)
eTOM is currently mapping ITIL accurately
Whereas ITIL has demonstrated its ability to help effectively Enterprises and Service Providers to assess and enhance their IT or network services management, g
eTOM can complement on the business point of view, describing the best standards in term of end-to-end
d f lfill t E t iprocesses and fulfillment across an Enterprise or Service Provider.
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Executive report 6SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Why IT- Standards ?y
Both Service Providers and EnterprisesBoth Service Providers and Enterprises are looking for standards and best practices in order to:practices in order to:
Grow their businessReduce costs Become best in class or carrier classImplement eBusinessC l t i t ti l t d d (BAL2 SO
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 7SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Comply to international standards (BAL2, SOx, ISO9000…)
What is Cisco´s approach ?pp
Cisco is using currently both ITIL and eTOM standards inforder to provide a large range of advanced and advisory
services.
Some of the services are focused on optimization of the operations of a customers to operate effectively its networks
Some of them are focused on the business, for example the best way to identify business needs and objectives and
th t th t kmap them to the network.
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 8SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Cisco Service delivery in the context ofinternational standards (ITIL)
ITIL service support ITIL service delivery
User / Customer
Service Problem Availability Management &
ITIL SAM Training
ServiceDesk
C f
ProblemManagement
Availability Management &IT- Service continuity Management
RFCConfigurationManagement
ChangeManagement
CapacityManagement
RFC
Management
SecurityReleaseIncident
Management( d / thi d li
Change Plan
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 9SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
SecurityManagement
Release Management
(second / third lineSupport)
ITIL Service & SupportService desk overview
The most important service desk tasks are:The most important service desk tasks are:
1. Documentation and registering of user calls2. Answer easy requests and complains direct3. Doing a first failure evaluation regarding the
1. Documentation and registering of user calls2. Answer easy requests and complains direct3. Doing a first failure evaluation regarding theg g g
valid SLAs 4. First trouble shooting of the failure and
forwarding to Incident Management5. Failure / Service Request tracking and
g g gvalid SLAs
4. First trouble shooting of the failure and forwarding to Incident Management
5. Failure / Service Request tracking and potential escalations
6. Inform the user regarding the SR status. 7. Management reporting
potential escalations 6. Inform the user regarding the SR status. 7. Management reporting
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 10SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
ITIL Service & SupportMapping Cisco Services to Customer Service Desk
Cisco Focussed Technical Support (FTS)
i
High Touch Engineering (HTE)High Touch Engineering (HTE)
services
High Touch Operations Management (HTOM)High Touch Operations Management (HTOM)
High Touch Technical Support (HTTS)High Touch Technical Support (HTTS)
Ci i
High Touch Operations Management (HTOM)High Touch Operations Management (HTOM)
Cisco servicesCisco SMARTnet /
SPBase
Cisco application support
Cisco OS Support
Cisco.com
EnhancingCustomer second / third line
Technical support
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 11SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Cisco application support Services
SAS - SASUCisco TAC
ITIL Service & SupportIncident Management overview
The most important tasks of Incident Managements:The most important tasks of Incident Managements:Incident Managements:
1. Discover breakdown and record2 Classify and 1 level support
Incident Managements:
1. Discover breakdown and record2 Classify and 1 level support2. Classify and 1. level support3. Locate breakdown4. Service recovery5 Finalize breakdown message
2. Classify and 1. level support3. Locate breakdown4. Service recovery5 Finalize breakdown message5. Finalize breakdown message6. Track and coordinate breakdown handling7. Inform Users on breakdown
l ti
5. Finalize breakdown message6. Track and coordinate breakdown handling7. Inform Users on breakdown
l tiresolutionresolution
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 12SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
ITIL Service & SupportMapping Cisco services to customer Incident Management
Cisco Focussed Technical Support
Enhancing customer 2,3-line support
High Touch Engineering (HTE)
Cisco Focussed Technical Support (FTS)
services
High Touch Operations Management (HTOM)
High Touch Technical Support (HTTS)
High Touch Operations Management (HTOM)
Cisco Technical Support services (TSS)pp ( )
Cisco SMARTnet / SPBase
Cisco OS Support
Cisco com
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 13SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Cisco application support Services
SAS - SASU
Cisco.com
Cisco TAC
ITIL Service & SupportProblem Management overview
The most important tasks of Problem Management are:The most important tasks of Problem Management are:
Proactive Problem ManagementPreventing incidents by improving the infrastructure
Providing information: reports on the resultsand major problems
Proactive Problem ManagementPreventing incidents by improving the infrastructure
Providing information: reports on the resultsand major problems
Reactive Problem ManagementError ControlMonitoring known errors and raising RFCs Problem control - Corrective actions
Reactive Problem ManagementError ControlMonitoring known errors and raising RFCs Problem control - Corrective actionsProblem control - Corrective actions1. Failure identification
-Problem documentation-Problem clasificationProblem analysis
Problem control - Corrective actions1. Failure identification
-Problem documentation-Problem clasificationProblem analysis-Problem analysis
2. Cause debugging-Failure documentation-Failure evaluationProblem fixing
-Problem analysis2. Cause debugging
-Failure documentation-Failure evaluationProblem fixing
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 14SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
-Problem fixing-Closing -Problem fixing-Closing
ITIL Service & SupportCisco services mapping to customer Problem Management
CoBiT
Proactive Problem ManagementProactive Problem ManagementFocused Technical Support Services ( FTS )Focused Technical Support Services ( FTS )High Touch Operations Management (HTOM)High Touch Operations Management (HTOM)
Operational Analysis of Critical IssuesProviding information: reports on
the results and major problems Error Trend analyses
Providing information: reports on the
results and major problems Error Trend analyses
p yPeriodic Conference CallsMajor Customer Event NotificationsQuarterly Operations Data AnalysisCase Management
Preventing incidents by improving
Preventing incidents by improving
Network Operation Services (NOS)Network Operation Services (NOS)Annual Assessment
Assess network operations annually
Evaluate network security architecture improving the NOC structure and processes
improving the NOC structure and processes Network Support
Scheduled Change SupportUnscheduled Change SupportNetwork Improvement PlanDetailed Design ReportD i C ll b ti
Preventing incidents byPreventing incidents by
Design CollaborationSoftware Upgrade Strategy ReportSoftware Recommendation ReportSoftware Infrastructure Analysis ReportProactive Critical Bug AnalysisSoftware Security Alert
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 15SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Preventing incidents by improving
the infrastructure ( Network)
Preventing incidents by improving
the infrastructure ( Network)
Technology & Protocol Audit (Requires CNC)Configuration Best Practices ReportSyslog Analysis ReportProactive Advisory Report
Cisco knowledge libraryKnowledge Transfer & Mentoring
ITIL Service & SupportCisco services mapping to customer Problem Management
Reactive Problem ManagementReactive Problem ManagementFocused Technical Support Services ( FTS )Focused Technical Support Services ( FTS )High Touch Operations Management (HTOM)High Touch Operations Management (HTOM)
Operational Analysis of Critical IssuesPeriodic Conference Calls
Error ControlMonitoring known errors and raising RFCs (request for changes)
P bl t l C ti ti
Error ControlMonitoring known errors and raising RFCs (request for changes)
P bl t l C ti ti
Periodic Conference CallsMajor Customer Event NotificationsQuarterly Operations Data AnalysisCase Management
High Touch Technical Support (HTTS)High Touch Technical Support (HTTS)Problem control - Corrective actions
Failure identificationProblem documentationProblem clasificationProblem analysis
Problem control - Corrective actionsFailure identification
Problem documentationProblem clasificationProblem analysis
Special Team for Case Tracking and Troubleshooting (24X7)Operations Case Trend Analysis
High Touch Engineering (HTE)High Touch Engineering (HTE)Problem analysis
Cause debuggingFailure documentationFailure evaluationProblem fixingCl i
Problem analysisCause debugging
Failure documentationFailure evaluationProblem fixingCl i
Root Cause AnalysisNetwork Problem Resolution
Technical Support Services (TSS) – SmartNet/SAS/SASU
Closing Closing 24x7x365 support of more than 1000+ technical expertsWorkaround on the base of worldwide knowledge databases Root cause analyze on “Kepner Tregoe” methodology Problem description on cisco.com and TAC reportingAutomatic escalations to Cisco management
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 16SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
gEngagement of Cisco development and product Business UnitsReproducing of problems in Cisco TAC Lab
ITIL Service & SupportChange Management overview
Not every change is an improvement, but every improvement is a change.
The most important tasks for Change Management are:The most important tasks for Change Management are:
1. Change preparations and registrations2. Measure and approve changes3. Change planning and execution4 RfCs closure
1. Change preparations and registrations2. Measure and approve changes3. Change planning and execution4 RfCs closure4. RfCs closure5. Changes analysis and result controlling4. RfCs closure5. Changes analysis and result controlling
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 17SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
ITIL Service & SupportMapping Cisco Services to customer Change Management
Not every change is an improvement, but every improvement is a change.
Network Operation Services (NOS)Network Operation Services (NOS)Network Operation Services (NOS)Network Operation Services (NOS)for foundation technologyfor foundation technology
Annual AssessmentAssess network operations annuallyEvaluate network security architecture
Network Support
Scheduled Change SupportUnscheduled Change SupportNetwork Improvement PlanDetailed Design Report
CAB
Detailed Design ReportDesign CollaborationSoftware Upgrade Strategy ReportSoftware Recommendation ReportSoftware Infrastructure Analysis ReportProactive Critical Bug AnalysisSoftware Security AlertSoftware Security AlertTechnology & Protocol Audit (Requires CNC)Configuration Best Practices ReportSyslog Analysis ReportProactive Advisory Report
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 18SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Cisco Transactional Services Covering PPDIO life cycle
ITIL Service & SupportMapping Cisco Services to customer Change Management - CAB
Change Advisory Board
(chair)(chair)
IT specialistsCisco NOS
NCE
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Executive report 19SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
NCE
ITIL Service & SupportRelease Management overview
The most important taks of Release Management are:The most important taks of Release Management are:g
1. Release planning – Hardware & Software
g
1. Release planning – Hardware & Software
2. Release design - Hardware & Software
3. Acceptance testing
2. Release design - Hardware & Software
3. Acceptance testing
4. Rollout planning - Hardware & Software
5. Inform and educate concerned
4. Rollout planning - Hardware & Software
5. Inform and educate concerned
6. Roll out execution -Hardware & Software6. Roll out execution -Hardware & Software
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 20SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
ITIL Service & SupportMapping Cisco services to customer Release Management
Network Operation Services (NOS)Network Operation Services (NOS)f f d ti t h lf f d ti t h lfor foundation technologyfor foundation technology
Annual AssessmentAssess network operations annuallyEvaluate network security architecture
Network Supportpp
Scheduled Change SupportUnscheduled Change SupportNetwork Improvement PlanDetailed Design ReportDesign CollaborationDesign CollaborationSoftware Upgrade Strategy ReportSoftware Recommendation ReportSoftware Infrastructure Analysis ReportProactive Critical Bug AnalysisSoftware Security AlertTechnology & Protocol Audit (Requires CNC)Technology & Protocol Audit (Requires CNC)Configuration Best Practices ReportSyslog Analysis ReportProactive Advisory Report
Operate / Technical Support Services (TSS)S tN t/SAS/SASU
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 21SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
– SmartNet/SAS/SASU:Worldwide hardware replacement max. 2 h Onsite 850 spare-depots globally
ITIL Service DeliveryAvailability Management overview
The most important tasks of Availability Management are :
Pl iPlanning Determining the availability requirements Designing for availability Designing for recoverability Security issues Maintenance management D l i th A il bilit Pl
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 22SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Developing the Availability Plan
Monitoring Measuring and reporting
ITIL Service DeliveryMapping Cisco services to customer's Availability Management
Network Operation Services (NOS)Network Operation Services (NOS)p ( )p ( )Focussed technical support services (FTS)Focussed technical support services (FTS)
Operate / Technical Support Services (TSS)SmartNet/SAS/SASU:
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 23SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
– SmartNet/SAS/SASU:Worldwide hardware replacement max. 2 h Onsite 850 spare-depots globally
ITIL Service DeliveryCapacity Management overview
The most important taks of Capacity Management are:The most important taks of Capacity Management are:Capacity Management are:
Business Capacity Management
The objective of this subprocess is to understand the future user needs. This can be done by obtaining
Capacity Management are:
Business Capacity Management
The objective of this subprocess is to understand the future user needs. This can be done by obtaining y ginformation from the customer, e.g. from strategic plans or by undertaking trend analysis.
Service Capacity Management
The objective of this subprocess is to determine and
y ginformation from the customer, e.g. from strategic plans or by undertaking trend analysis.
Service Capacity Management
The objective of this subprocess is to determine and j punderstand the use of IT services (products and services provided to customers).
Resource Capacity Management
The objective of this subprocess is to determine
j punderstand the use of IT services (products and services provided to customers).
Resource Capacity Management
The objective of this subprocess is to determine j pand understand the use of the IT infrastructure.Examples of resources include network bandwidth, processing capacity, and disk capacity. Actively monitoring trends is an important activity within this subprocess.
j pand understand the use of the IT infrastructure.Examples of resources include network bandwidth, processing capacity, and disk capacity. Actively monitoring trends is an important activity within this subprocess.
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 24SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
ITIL Service DeliveryMapping Cisco services to customer Capacity ManagementMapping Cisco services to customer Capacity Management
Network Operation Services (NOS)Network Operation Services (NOS)for foundation technologyfor foundation technology
Annual AssessmentAssess network operations annuallyEvaluate network security architecture
Network SupportNetwork Support
Scheduled Change SupportUnscheduled Change SupportNetwork Improvement PlanDetailed Design ReportDesign CollaborationDesign CollaborationSoftware Upgrade Strategy ReportSoftware Recommendation ReportSoftware Infrastructure Analysis ReportProactive Critical Bug AnalysisSoftware Security AlertTechnology & Protocol Audit (Requires CNC)Technology & Protocol Audit (Requires CNC)Configuration Best Practices ReportSyslog Analysis ReportProactive Advisory Report
Network Operation Services (NOS)Network Operation Services (NOS)
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 25SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
for advanced technologyfor advanced technologyDCN PPDIO servicesUC PPDIO servicesWireless PPDIO services
ITIL Service & SupportSecurity Management overview
The most important taks of Security Management are:The most important taks of Security Management are:
Policy:
Policy development and implementation, Objectives, general principles and significance Dealing with security incidents
Policy:
Policy development and implementation, Objectives, general principles and significance Dealing with security incidents g y
Information Security organization:
Allocation of responsibilities in greater detail Setting up an Information Security Steering CommitInformation Security coordination
g y
Information Security organization:
Allocation of responsibilities in greater detail Setting up an Information Security Steering CommitInformation Security coordination y
Description of the IT facilities authorization processin consultation with the customer Specialist advice Cooperation between organizations,
internal and external communications Independent Information Systems audit
y
Description of the IT facilities authorization processin consultation with the customer Specialist advice Cooperation between organizations,
internal and external communications Independent Information Systems auditIndependent Information Systems audit Security principles for access by third parties Information Security in contracts with third parties
Independent Information Systems audit Security principles for access by third parties Information Security in contracts with third parties
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 26SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
ITIL Service & SupportMapping Cisco services to customers security Management
Network Operation Services (NOS)Network Operation Services (NOS)for foundation technologyfor foundation technology
Annual Assessments
Internal Security Posture Assessment Conduct Discovery and AssessmentPenetration TestAnalysisReport and Recommendations
External Security Posture AssessmentExternal Security Posture Assessment Conduct Discovery and AssessmentPenetration TestAnalysisReport and Recommendations
Network Security Architecture Service Conduct a Detailed Design WorkshopConduct a Detailed Design WorkshopAnalyze Network Security Architectureand DesignIdentify Gaps and Document themWrite ReportDeliver Onsite Workshop
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 27SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Subscriptional Services = A l / H lf A l t tAnual / Half Anual contracts
Cisco Advanced ServicesCisco Advanced Services
for network operation
PreparePrepare PlanPlan DesignDesign ImplementImplement OperateOperate OptimizeOptimize
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Executive report 28SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Global TS & FTS Portfolio FTS
Custom
S O SHigh Touch Engineering
Customer defined deliverablesFTS
Pre-req: HTTS + HTOM + TS
High-Touch Technical Services
8x5 adv network support eng, on-site visits, root cause analysis,
network problem resolution
Pre-req: HTOM + TS
High-Touch Operations Management
g24x7 technical assistance, FTS call center,
entitlement bypass, team of centrally managed engineers
Pre-req: TS(100%)
SMARTNet/SP Base
High-Touch Operations Management8x5 HTOM coverage, case mgt., operational data analysis, major
customer event notification, on-site visits
TS
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 29SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
CCO, TAC - follow the sun coverage, IOS upgrades, HW replacement when applicable
S et/S aseTS
SD IM PoM ChM ReM AvM CaM SecM
Cisco SMARTnet and Cisco SMARTnet OnsiteCisco SMARTnet Onsite
Helps You Reduce Exposure When Unexpected Problems Arise
Service Details Service Benefits
Protect your network assetsy
Reduce risk with quick issue resolution
Increase network availability
Cisco OS Support
Cisco.com Increase network availability by preserving access to critical applications
Extend and enhance the Cisco TAC
operational life of your Cisco networking
Advanced Hardware Replacement
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Executive report 30SD IM PoM ChM ReM AvM CaM SecMeTOM / ITILSD IM PoM ChM ReM AvM CaM SecM
Cisco Software Application Support ServicesppHelp You Protect Your Investment in Application Software and
Enhance Its Performance for Greater Business Productivity
Service Details Service Benefits
Increase operational efficiency with services and support that strengthen application functionality and
Software Application Support (SAS)
pp yreliability
Protect and add value to your software application Software Application
S t Pl U d investment with access to latest feature improvements and updates
Support Plus Upgrades (SASU)
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 31SD IM PoM ChM ReM AvM CaM SecMeTOM / ITILSD IM PoM ChM ReM AvM CaM SecM
Cisco Software Application Support (SAS)
Help You Protect Your Investment in Application Software and Enhance Your Applications’
Performance for Greater Business Productivity
Service Details Service Benefits
Performance for Greater Business Productivity
Preserve the integrity and availability of your network
Protect and add value to your software application
Minor and Maintenance Application SW Updates
software application investment with access to latest feature improvements and updates
Cisco.com
Cisco TAC
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Executive report 32SD IM PoM ChM ReM AvM CaM SecMeTOM / ITILSD IM PoM ChM ReM AvM CaM SecM
Cisco Software Application Support Plus Upgrades (SASU)pg ( )
Helps You Extend Your Software Application Investment, Strengthens Their Performance and Availability, and Gain
Greater Value from Your Core Network Investment
Service Details Service Benefits
Greater Value from Your Core Network Investment
Minor and Maintenance Application SW Updates
Ci
Protect your competitive edge with major software application upgrades
Preserve the integrity andCisco.com
Cisco TAC
Preserve the integrity and availability of your network
Add value to your software application investment with
Major Application SW Upgrades
application investment with access to latest feature improvements and updates
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 33SD IM PoM ChM ReM AvM CaM SecMeTOM / ITILSD IM PoM ChM ReM AvM CaM SecM
Focused Technical Support is a Key component of Lifecycle Servicesp y
High Touch Engineering (HTE)High Touch Engineering (HTE)
ImplementImplementDesignDesignPlanPlanPreparePrepare OptimizeOptimizeOperateOperateHTE builds upon HTTS by providing customers with skilled operations advisors possessing an in-depth knowledge of their network. The result is faster resolution of costly service disruptions and reduction of chronic network problems.
FTSHTTS provides the customer with 24X7 engineering
High Touch Technical Support (HTTS)High Touch Technical Support (HTTS)
HTOMHTOM HTTSHTTS HTEHTE
g gresources with access to customer provided information on their network history and environment. This knowledge base reduces troubleshooting time yielding a faster time to resolution.
HTOM HTOM monitors the pulse of network events and streamlines communications to optimize case management and trend analysis This results in
High Touch Operations Management (HTOM)High Touch Operations Management (HTOM)
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 34SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
management and trend analysis. This results in operational & productivity improvements.
SD IM PoM ChM ReM AvM CaM SecM
HTOM BenefitsDeliverables and Activities Customer Value/Benefit
• Service Request management and escalation assistance
Increases operational efficiency: Minimizes time and money spent by providing expedited access to Cisco escalation assistance
• Periodic conference calls
• Operational analysis on critical issues
y p y p g pspecialists familiar with your network and operations processes, identifying trends, and correlating root causes which can lead to enhanced network performance
Operational analysis on critical issues
• Quarterly operations data analysis and recommendations
Helps you focus on business and core competencies while we handle the management of the reactive issues
Allows you to identify areas that need improvement so • Instructional sessions on TAC/TS
procedures, processes, tools and operations
M j t t tifi ti
y y pthat you can take appropriate action
Specialized instructional sessions will make your staff more effective in the use of Cisco online resources and best practices to increase your staff’s productivity
• Major customer event notificationp y p y
and efficiency
Provides greater awareness of overall network operations, helping to minimize the risks that can accompany a limited focus on the network
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 35SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
p yinfrastructure
SD IM PoM ChM ReM AvM CaM SecM
HTTS Benefits
Deliverables and Activities Customer Benefit
• Centralized team of engineers focused on HTTS customers available 24 * 7
Provides technical troubleshooting by experts who know your network, reducing the time it takes to identify the problem and helping to minimize the risks of having a limited focus on your
• Technical support at network level
• Dedicated FTS call center and phone number
Special service request handling
helping to minimize the risks of having a limited focus on your network infrastructure
Delivers personalized fast and efficient issue resolution
Reduces time to resolution through more personalized and • Special service request handling
S1 – S4
Escalation support from High Touch TS Duty Manager (24 x 7 x 365)
expedited dispatch service, no entitlement required upon service request creation
Additional management escalation support available to provide executive management visibility for critical customer
365) issues around the clock
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Executive report 36SD IM PoM ChM ReM AvM CaM SecMeTOM / ITILSD IM PoM ChM ReM AvM CaM SecM
HTE Benefits
Deliverables and Activities Customer Benefit
Technical support at advanced network level
Provides designated expertise to meet the needs of your unique network infrastructure environment
Problem Root cause analysis
Software version referral
Additional activities
Shortens time to resolution during complex and critical network-level situations
Increases network performance and lowers the cost of ownership by isolating the source of chronic network
On site visits (includes 2 per year)y g
infrastructure problems, rather than focusing on the symptoms
Delivers recommendations for corrective and preventive action that empower you to proactively enhance future p y p ynetwork performance
Helps enable a more stable, efficient network by helping to ensure hardware, software, and feature compatibility
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 37SD IM PoM ChM ReM AvM CaM SecMeTOM / ITILSD IM PoM ChM ReM AvM CaM SecM
Technical Services Comparison High Touch TS
Technical support at network level
Core support 24 x 7 x 365
HTECustomer-specific designated support at advanced network level
Designated support M–F 8am-
TSTechnical support at component level
Follow the sun support model Core support 24 x 7 x 365
High Touch Operations Management standard
Expedited call handling through
Designated support M F 8am5pm customer time zone + HTTS core supportHigh Touch Operations Management standard
E pedited call handling thro ghGeneral TAC phone number
Follow the sun support model
Operations Management optional uplift
•
Business Review, Customized SR reporting
Front end entitlement not required
Expedited call handling through custom FTS phone number
Front end entitlement not required
Business Review, Customized SR reporting + Root Cause Analysis (S1/S2s)
Expedited call handling through custom FTS phone number
General TAC phone number
Web-based SR reports (CCO)
Front end entitlement required Front end entitlement not required
US HTTS DM 24 x 7 x 365 *) EUEM will have this soon tooTi B d E l ti ti
Committed initial response: 10 mins for S1-2, 30 mins for S3-4
Front end entitlement not required
US HTTS DM 24 x 7 x 365 *) EUEM will have this soon tooTi B d E l ti ti
Best effort. Target times: 15 mins for S1/S2 and 60 mins for S3/S4
Front-end entitlement required
Follow the sun TAC DM
HTE esc support for S1 network outages
Not available
Time Based Escalation – proactive management engagement Mutually agreed SLAs optionalHTOM on-site visits, regular scheduled SR reviews, pro-active SR t i t
Time Based Escalation – proactive management engagement
Mutually agreed SLAs optionalHTE and HTOM on site visits, regular scheduled SR reviews,
ti SR t
Automated alerts for SR status
Not available
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 38SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
SR management, maintenance window support availability
proactive SR management, maintenance window support availability
SD IM PoM ChM ReM AvM CaM SecM
Business RulesBusiness RulesHTOM can be sold standalone
HTTS requires HTOMS equ es O
HTE requires HTTS (and HTOM)
What is the logic behind this?
HTTS is the 24*7 'case taking group' that has more intimate knowledge of the customer network and environment than the TAC has. In order to build and maintain that knowledge and provide trending on this activity and to provide case management an Operations Manager is a requirement.
HTE is the 8 * 5 strategic operations advisor that selects and looks into the highly complex cases and the major impact issues to provide improvement suggestions. This HTE is designated to a customer and does not have the bandwidth to handle all of the 'case taking' but focuses on those cases with strategic impact. Secondly an HTE is not available around the clockclock.
Note: in the past when FTS in many cases was sold just consisting of an Operations Manager and a Focal Engineer, the FE delivered a combination of HTTS and HTE. The drawbacks were that neither of both tasks (case taking & strategic operations advisor) was optimized because
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Executive report 39SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
that neither of both tasks (case taking & strategic operations advisor) was optimized because the availability, bandwidth and knowledge of a single person was limited.
SD IM PoM ChM ReM AvM CaM SecM
Sales information Service scoping and pricing considerationsService scoping and pricing considerations
Key inputs required for pricing:Installed base size at list priceInstalled base size at list priceTechnology requirementsService request volumeLocal language requirementsLocal language requirementsLocal presence requirementsOnsite requirementsAny custom deliverables? (E g ChangeAny custom deliverables? (E.g. Change support per contract, lab testing, additional visits, troubleshooting trainings, etc.)Existing TS contract numbersAdditional number of deliverables or activities (e.g. root cause analysis, more than two visits, etc.)
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Executive report 40SD IM PoM ChM ReM AvM CaM SecMeTOM / ITILSD IM PoM ChM ReM AvM CaM SecM
Sales informationRenewal scenarios
Customer has today: Renewal strategy:
HTOM only HTOM + HTTS as optionHTOM only HTOM + HTTS as option
HTTS only HTOM + HTTS
HTE only Contact the alias **) for advise
HTOM + HTTS *) + HTE HTOM + HTTS + HTE as option
HTOM + HTE (low contract value, small IB) Discuss renewal with alias
HTOM + HTE (medium contract value mid HTOM + HTTS HTE as optionHTOM + HTE (medium contract value, mid size IB)
HTOM + HTTS, HTE as option
HTOM + HTE (high contract value, large IB) HTOM + HTTS + HTE
HTOM + HTTS + HTE HTOM + HTTS + HTE
*) HTTS for out of hours only
Custom components Contact the alias **) for advise
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Executive report 41SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Small IB: <= 34 mln Mid size IB: between 34 mln and 100 mln Large IB: >=100 mlnSD IM PoM ChM ReM AvM CaM SecM
Sales informationHow to identify the need to position FTS…y p
Do you have a service contract with Cisco or one of our channel partners?Does it cover hardware and software support and also troubleshooting?pp gHow do you solve configuration management, hardware changes and provisioning problems?Do you regularly perform trending analysis on technical cases to identify common hardware/software issues, troubleshooting process issues, and skill gaps?gaps?Would your organization benefit from access to engineers familiar with your network, business and technologies?Does your network operations staff understand and effectively utilize Cisco online tools such as case tracker, design standards, technology training, etc.You would benefit from having a Cisco resource monitoring your cases and leveraging extended Cisco resources to speed time to resolution?Your operations staff would benefit from access to engineering resources for support with break/fix issues, who have prior knowledge of your network environment and aware of your overall network to reduce problem resolutionenvironment and aware of your overall network to reduce problem resolution time?When you have a problem with a device in your network, you can properly assess the root cause of the problem?
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Executive report 42SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
SD IM PoM ChM ReM AvM CaM SecM
Subscriptional Services = A l / H lf A l t tAnual / Half Anual contracts
Cisco Advanced ServicesCisco Advanced Services
for network Optimization
PreparePrepare PlanPlan DesignDesign ImplementImplement OperateOperate OptimizeOptimize
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Executive report 43SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Cisco Optimization ServicesCisco Optimization ServicesA Two-Stage, Integrated Service Offering
Cisco Foundation Technology Optimization Service Bundle/Network
Optimization Support (NOS)Cisco Advanced Technology
Optimization Services
Integrated Service Offering
• Optimize network performance, enhance security, and increase operational efficiency to help you increase your business profitability
• Build on the Cisco Foundation Technology Optimization Service Bundle/NOS
• Improve the performance of Cisco advanced technologies to increase your return on investment
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Executive report 44SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
• Currently offered for Cisco® Unified Communications, data center networking, and wireless LAN
Cisco Foundation Technology O ti i ti S i B dl /NOSOptimization Service Bundle/NOS
Advanced network-level support and consultative proactive support through three services:through three services:
Cisco Foundation Technology Annual Assessment Service Cisco Foundation Technology Network Support Service Cisco Foundation Technology Continuous Learning Service
Available on an annual subscription basis
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Executive report 45SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
basis
Cisco Foundation Technology A l A t S iAnnual Assessment Service
Evaluate the elements of your network architecture that contribute to resiliency, security, and availability
Identify gaps, prioritize recommendations, deliver recommendations in detailed reports
Better manage risk and meet compliance requirements
Strengthen risk management, achieve compliance requirements, align with industry best practices
Preserve information confidentiality; maintain the integrity andPreserve information confidentiality; maintain the integrity and availability of applications and data
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Executive report 46SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Service Activities Cisco Foundation T h l A lService Activities Technology Annual Assessment Service
Assess network operations annually to identify and analyze critical performance indicators and operational gaps that pose a significant risk to the p g p p gnetwork operations
Evaluate network security architecturefor scalability performance and manageability tofor scalability, performance, and manageability to strengthen risk management, identify vulnerabilities, and achieve compliance requirements
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Executive report 47SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Activity Detail: Assessing Network Operations Annually Cisco Foundation
T h l A lOperations Annually Technology Annual Assessment Service
Assess network operations annually to identify and analyze critical performance indicators and operational gaps that pose aoperational gaps that pose a significant riskModel the network in a virtual environment, performing more than 400 individual checks including gdetecting issues that span groups of devices *Deliverable: operational assessment reportp
Can be used to demonstratecompliance with regulatory and IT governance requirements
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Executive report 48SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Activity Detail: Assessing Network O ti A ll (C t )
Cisco Foundation Technology Annual Operations Annually (Cont.) Technology Annual Assessment Service
Detect protocol conflicts and misconfigurations, including OSPF, IGRP, EIGRP, RIP, IS-IS, MPLS, and BGP
Identify routing loops
Establish proper SNMP configuration, system logging, and router administration parameters
Check route filters
Id tif i ff ti ACL t t t y g p
Validate QoS settings
Assess network vulnerability non-intrusively
Perform "template checking" to confirm policy
Identify ineffective ACL statements
Validate compliance with regulatory requirements
Diagnose "legacy" protocol configurations, including IPX, DLSw, and RSRB
Identify unreachable destinations p g p ycompliance, including associated ACLs
Permit only authorized services are
Check security configurations, including firewalls, IPSec, AAA, Kerberos, NAT, RADIUS, and TACACS+
Identify unreachable destinations
Prevent duplicate IP addressing and overlapping IP subnets
Check backup network configuration, including HSRP TACACS+g
Diagnose mismatched peer interfaces
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Executive report 49SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Activity Detail: Evaluating Network S it A hit t
Cisco Foundation T h l A lSecurity Architecture Technology Annual Assessment Service
Identify network security vulnerabilities and deviations from security best practices and corporate security policy
Make prioritized recommendations to mitigate network security risks and protect the network infrastructure
An actionable plan to better protect the network and to limit d f it th t d tt kdamage from security threats and attacksStrengthen the ability of network staff to prevent, detect and respond to future threats
Deliverable: network security architecture assessment reportassessment report
Detailed annual report focusing on threat and risk assessment
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Executive report 50SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Cisco Foundation Technology N t k S t S iNetwork Support Service
Develop detailed design standards for your campus, metropolitan, or wide-area networks Evaluate the capabilities of your current software to meet future needs Assess how scheduled events such as hardware upgrades and other issues could affect network performance Regularly analyze performance data and configurations g y y p gfrom your network Recommend changes to help you use your equipment more efficiently and cost-effectivelyMaintain a continued focus on prioritized areas of potentialMaintain a continued focus on prioritized areas of potential improvement Reduce your risk when making changes to the network
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Executive report 51SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Service ActivitiesCisco Foundation
Technology Network Service Activities Technology Network Support Service
Review developed detailed design standards for your campus, metropolitan, and wide-area networks
Identify future feature and functionality requirements and the ability of your current software to meet those requirements
Analyze performance data and configurations from t k d i i b i t ti lnetwork devices on a recurring basis to proactively
identify network optimization opportunities
Monitor areas prioritized for potential improvementidentified by Cisco experts and toolsidentified by Cisco experts and tools
Provide network change support for up to two deployment-related hardware, software, or configuration events per month
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Executive report 52SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
events per month
Activity Detail: Review Detailed Design Standards Cisco Foundation
T h l N t kDesign Standards Technology Network Support Service
Review your developed detailed design standards for your campus, metropolitan, and wide-area networks
A partnership between your networking staff and Cisco engineers that helps you integrate your technical requirements and design goals into your overall network design, while transferring design knowledge to your team throughout the design g y g gprocess
Deliverables:Detailed design reports and ongoing design consultation
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Executive report 53SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Activity Detail: Identify Software Feature and Functionality Requirements Cisco Foundation
T h l N t kTechnology Network Support Service
E l t th biliti f tlEvaluate the capabilities of your currently deployed Cisco software levels on the network versus future feature and functionality requirements
Assess how feature and performance requirements and scheduled events such as hardware upgrades cause the need for software changes
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Executive report 54SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Activity Detail: Identify Software Feature and Functionality Requirements (Cont.) Cisco Foundation
T h l N t kTechnology Network Support Service
Review software management strategy and make overall strategy recommendationsAnalyze software versions and risk, and summarize identified end of life or end of service releasesidentified end-of-life or end-of-service releasesPerform proactive critical bug analysis—periodically analyze identified software tracksIdentify software security alerts that may affect key network infrastructure componentsnetwork infrastructure componentsDeliverables:
Software management strategy report Proactive software recommendation reportsPeriodic software lifecycle reports, bug reports, and infrastructure analysis reportsOngoing software security alerts
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Executive report 55SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Activity Detail: Analyze Performance Data and Configurations Cisco Foundation
T h l N t kTechnology Network Support Service
Periodic performance analysis to sustain a high-performance network and meet the changing demands of business throughout the year
Re ie o r net ork de icesReview your network devices
Collect performance-related data
Apply Cisco leading practices
Quickly identify when your network is not functioning at high performance levelsfunctioning at high performance levels
Deliverables:Technology and protocol audits Configuration best practices reports P i di l l iPeriodic syslog analysis Proactive advisory reports
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Executive report 56SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Activity Detail: Monitor Areas Prioritized f P t ti l I t
Cisco Foundation T h l N t kfor Potential Improvement Technology Network
Support Service
Network improvement planning provides continued focus on areas of potential improvement identified by the Cisco Foundation Technology Annual Assessment Service and the Cisco Foundation Technology Network Support Service The Cisco Services team provides a quarterly network improvement plan that summarizes all of the recommendations agreed to by the customer along with theagreed to by the customer, along with the customer’s schedule for implementing the changes
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Executive report 57SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Activity Detail: Provide Network Ch S t
Cisco Foundation T h l N t kChange Support Technology Network
Support Service
Scheduled change supportReduce the potential for error during scheduled changesTake advantage of the wealth of Cisco expertise prior toTake advantage of the wealth of Cisco expertise prior to executing the change in your networkAfter-hours support may be scheduled with five business days notice
Unscheduled change support Reduce the effects of individual device failures on the overall networkIf a critical reactive issue with the network occurs, contact the Cisco Technical Assistance Center for initial problemdiagnosis R i i h f d d i hReceive support with software upgrades, design changes, or configuration changes needed to restore the network
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Executive report 58SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Cisco Foundation Technology Continuous Learning Service
Provides access to:Cisco Technical Knowledge Library
Interactive content, video-on-demand presentations, best practices, configuration guides
Cisco technical experts*Knowledge transfer sessionsRegular communication with through conference calls and e-mail
Helps your staff become more self-sufficient, proficient, and productive by facilitating knowledge transfer throughout the lifecycle of your networknetwork
*During normal business hours
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 59SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Service Activities Cisco Foundation T h l C tiService Activities Technology Continuous
Learning Service
Provide anytime access to industry-leading expertise and intellectual propertyproperty
Provide information about new networking products and software features for yourproducts and software features for your environment on a continual basis
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 60SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Deliverable Detail: Access to theCi T h i l K l d Lib
Cisco Foundation T h l C tiCisco Technical Knowledge Library Technology Continuous
Learning Service
Provides:Cisco product and technology informationEngineering white papersCase studies Cisco Press® publicationsThe onBusiness Network Content LibraryContent LibraryNetworkers OnlineRecommendations for e-learning courses and simulation tools
Content is maintained andContent is maintained and updated by the Cisco Services team for each customer
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 61SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Cisco Advanced Technology O ti i ti S iOptimization Services
Cisco Unified Communications Optimization Service
Cisco Data Center Net orking Optimi ation Ser iceCisco Data Center Networking Optimization Service
Cisco Wireless LAN Optimization Service
Each service is available on an annual subscription basis as a supplement to the Cisco Foundation Technology Optimization Service Bundle/NOS
Provide design support performance analysis and recommendations and ongoingProvide design support, performance analysis and recommendations, and ongoing knowledge transfer services
Help improve the performance of Cisco advanced technologies and improve your return on investment
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Executive report 62SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Cisco Unified Communications System
Enables Effective Communication Built into the Network
A platform for real time communications based on an intelligent network:
Call processing intelligencep g gPresence IntelligenceLocation intelligenceOpen and extensible
Rich-media communications applicationsUnifiedOpen and extensible
Tools and API for channel partners andTools and API for channel partners and customers to manage the entire portfolio
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 63SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Cisco Unified Communications Optimization S i (C t )Service (Cont.)
Three service activities extend and enhance the Cisco Foundation Technology Network Support Service:
Provide design support Establish a software strategy Engineer and optimize performance g p p
A single service activity extends and enhances the Cisco Foundation Technology Continuous Learning Service:Technology Continuous Learning Service:
Transfer knowledge and mentor
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 64SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Service Activities Cisco Unified C i tiService Activities Communications
Optimization Service
Provide design supportProvide design supportReview customer design standards Review the Cisco Unified Communications system design Assess security Develop the Cisco Unified Communications system design p y gAssess the security growth plan Review the system test procedures Provide ongoing consultative support
Establish a software strategyAssess software Analyze software risk
Engineer and optimize performanceAudit IP communications stability Assess operational readiness Tune performance Implement tuning recommendations for Cisco Unified Communications systems
Transfer knowledge and mentor
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 65SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Transfer knowledge and mentor
Activity Detail: Provide Design S t
Cisco Unified C i tiSupport Communications
Optimization Service
Help your Cisco Unified Communications System Meet Your Evolving Requirements and Scale to Meet Future Demands
Ongoing maintenance and enhancement of the voice detailed design
Requirements and Scale to Meet Future Demands
Determine the state and health of your Cisco Unified Communications system
Audit the voice environment and assess operational readinessoperational readiness Deliverable:
Remediation plan to help correct deficiencies and make sure your detailed design stays up to date and scales with your business needsscales with your business needs
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 66SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Extend and enhance the Cisco Foundation Technology Network Support Service
Activity Detail: Establish a Software Strategy Cisco Unified
C i tigy
CommunicationsOptimization Service
Develop and Maintain a Comprehensive Software Strategy for Your Converged Network—Collaboratively
Evaluate your Cisco Unified Communications system’s current software to determine if its capabilities can meet your present and future feature and functionality
i trequirements
Determine the software versions and upgrades necessary to support your ongoing service requirements.
Assess factors with the potential to cause problems, such as hardware and software incompatibilities
Review whether scheduled events such as hardware upgrades might require software changes to maintain performanceperformanceDeliverables:
Software infrastructure analysis reportProactive software recommendation report
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 67SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Extend and enhance the Cisco Foundation Technology Network Support Service
Activity Detail: Engineer and Optimize Performance Cisco Unified
C i tip
CommunicationsOptimization Service
Sustaining a High-Performance Unified Communications System Requires Periodic Performance Analysis
Audit configuration templates, scripts, commands, and quality-of-service (QoS) levels to determine whether they support smooth efficient delivery of Cisco Unified
q y
support smooth, efficient delivery of Cisco Unified Communications systemIdentify when your network is not functioning at high performance levels:
Review your network devicesyCollect performance-related dataApply Cisco leading practices
Deliverables:Baseline of converged network performance and GapBaseline of converged network performance and Gap Analysis report with remediation plan Baseline of operational staff, processes, procedures, tools, and managements systems with gap analysis and remediation plan Perform tuning recommendations for Cisco Unified
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 68SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
gCommunications systems
Extend and enhance the Cisco Foundation Technology Network Support Service
Activity Detail: Transfer Knowledge and Mentor Cisco Unified
C i tig
CommunicationsOptimization Service
Helps Increase Your Staff’s Knowledge and Productivity
Improve your ability to maintain the network and improve performance and reliability
g y
Cisco engineers who understand your Cisco Unified Communications system customize the format and topics of discussion Deliverables:
Informal educational sessions Chalk talks Regular communication via conference calls and e-mail
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 69SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Extend and enhance the Cisco Foundation Technology Continuous Learning Service
Expertise: Cisco Unified C i ti E i
Cisco Unified C i tiCommunications Engineers
Reduce Downtime Across Your Voice Network, Improve Cisco Unified Communications System
CommunicationsOptimization Service
Highly trained; intimate understanding of Cisco Unified Communications
Improve Cisco Unified Communications System Performance
Unified Communications Partner with your routing and switching optimization engineers Evaluate your converged network a uate you co e ged et oenvironment—performance levels, configurations, anomaliesProvide feedback and recommendations based on:on:
Industry best practices Years of experience operating and optimizing converged network environments
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 70SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Transactional Services = P j t B d S dProject Based - Scoped
Cisco Advanced Services for network
Planning/Design/Implementationg g p
PreparePrepare PlanPlan DesignDesign ImplementImplement OperateOperate OptimizeOptimize
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 71SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Cisco AS project executionFor any Cisco technology – Preferred joined delivery with local partners
PlanPlan DesignDesign ImplementImplement OperateOperate
Product Sales tasks
ServiceS l t k
CRD
SOWSales tasks
PM tasksSCHDPLANWKAEWKAI
PC tasks LLD
SRS NIPNMP
CRD-R
WKAI
PE TasksSRS
SSF NSPNIP
NRFUNMP
© 2006 Cisco Systems, Inc. All rights reserved.Cisco Confidential
Executive report 72SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Time
Best practices - project executionProject team structure and deliverables
Product SalesDeliverables: Customer requirements document - CRD
Service sales managerDeliverables: SOW ( Statement of work)
Programme and/or Project Manager (PM)Deliverables: Project schedule – SCHDDeliverables: Project schedule SCHD
Project PLAN - PLANExternal_kickoff_agenda – WKAEInternal_kickoff_agenda – WKAIProject completion – COMPLj pLessons Learned - LLR
Project Consultant(s) (PC)Deliverables: CRD-Response document – CRDR
Low Level designgProject Engineer(s), (PE)
Deliverables: Site Survey Specification – SRSSite Survey – SRFNetwork ready for Use – NRFU
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Executive report 73SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Network ready for Use NRFUMigration Plan – NMPStaging Plan – NSPImplementation Plan - NIP
Post sales best practicespLow Level Design (LLD) document Content
Low Level Design Documents (LLD) – refers to a document that provides a detailed description of the solution. The Project Consultant creates it in close co-operation with the customer.
Network ArchitectureNetwork Topology
Quality of Service
MPLS VPN
The customer is required to approve this document prior to moving onto the subsequent phase.
Network TopologyDesign ConsiderationsNaming ConventionCore Transport ArchitectureOptical Transport Design
MPLS-VPN
IP Multicast
IPv6
Traffic EngineeringOptical Transport DesignPhysical Network DesignLogical Network DesignAccess Technologies
Traffic Engineering
Content Delivery Networking
IP Telephony
IP Contact CenterDialCableNetwork Services
Network Management
Network Operations
General Security
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Executive report 74SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Post sales best practices
Risk Assessment StatusPlease indicate the risk status of this opportunity by category and technology
Customer requirements document (CRD) Content
Please indicate the risk status of this opportunity by category and technology.If any risk status is red, and there is a remedy or plan that could decrease the risk, please state it here (for actions on specific risks, see Detailed Risk Assessment section.)
Customer Overview and Project ScopeCustomer Overview and Project ScopePlease provide a brief profile of this customer and an overview of the technology/solution they will deploy. (If this is a CNC, this can be extracted from the CRD.)
Deployment TimeframesDeployment TimeframesPlease provide an estimate of the project deployment timeframe including the timeframe for the major deliverables.Please insert a brief summary of the proposed overall service approach (PDI,), as well as listing the proposed Services, (e.g. design, staging, implementation, t ti j t t) d k d li bl ( LLD NIP NRFU)testing, project management) and key deliverables (e.g. LLD, NIP, NRFU).
Resource RequirementsIn the table below, please give estimates for delivery resources (NCE, PM, etc.) required to complete the tasks within the project, as well as estimated duration.
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Executive report 75SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Infrastructure RisksNMS Risks
Post sales best practicespSite Requirements Specification (SRS) Content
Site Requirements Specification (SRS) – refers to a document that provides a detailed specification of the physical, electrical and environmental requirements to be provided at
Site Details Circuit Information
specification of the physical, electrical and environmental requirements to be provided at each Customer site to ensure a successful installation and operating environment.
Site DetailsEnvironmental RequirementsAmbient Temperature and Humidity RequirementsAltitude and Vibration
Circuit Information
Circuit Details
Circuit Information
Labeling FormatsAltitude and Vibration SpecificationEquipment RequirementsCabinet RequirementsSchematic Rack Diagrams
Labeling Formats
Equipment Labeling
Power Supply Labeling
Cabinet LabelingSchematic Rack DiagramsCabinet Layout DiagramDC Power Distribution DiagramEquipment Port Allocation and Cable Schedule
g
Cable Labeling
Review
Document Acceptance
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Executive report 76SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Port Allocations
Post sales best practicespSite Survey Form (SSF) Content
Site Survey Form (SSF) – refers to a document that provides a checklist of all items that need to be considered prior to a network installation taking place at the Customer site
R t A /N t k
need to be considered prior to a network installation taking place at the Customer site, including access for delivery of equipment to site. .
Site DetailsEnvironmental ConsiderationsElectrical Considerations
Remote Access/Network Management
Responsibility Matrix
Site Survey CompletionCablingNetwork SynchronizationCarrier CircuitsPeripheral Data Communications E i t
Site Survey Completion
Glossary
About This Site Survey FormEquipmentPeripheral Voice Communications Equipment
History
Review
Document Acceptance
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Executive report 77SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Post sales best practicesNetwork Staging Plan (NSP) Content
Network Staging Plan (NSP) - This document defines the specific actions that are necessary to build and test the network solution at a Cisco Systems (or in some cases Customer provided) Staging FacilityStaging Facility.The staging tests will demonstrate that the network equipment has been correctly configured and will operate in a manner that will enable Customer to accept that the network can be rolled out as a working system
Project OverviewHigh Level Project OverviewNetwork OverviewNetwork Topology Diagrams
Equipment Order
Low Level Staging Plan
Schematic Rack DiagramsNetwork Topology DiagramsPhysical Network TopologyLogical Network TopologyProject Contact List
Cabinet Layout Diagram
DC Power Distribution Diagram
Equipment Chassis Card Layout and Serial NumbersSite Information
Address and Contact DetailsConsiderationsEquipment Floor Plan
and Serial Numbers
Equipment Port Allocation and Cable Schedule
Port Allocations
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Executive report 78SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Network Topology Circuit Information
Circuit Details
Labeling Formats
Post sales best practicesNetwork Implementation Plan (NIP) Content
Network Implementation Plan (NIP) – refers to a document that provides the information t t th i l t ti f th i t t C t it d t ifnecessary to carry out the implementation of the equipment at Customer site and to verify
basic operation. It is a guide for the implementation engineer to follow. It contains node and site specific information and records the tests and actions carried out.
Project OverviewHigh Level Project OverviewNetwork OverviewNetwork Topology Diagrams
Equipment Order
Low Level Staging Plan
Schematic Rack DiagramsNetwork Topology DiagramsPhysical Network TopologyLogical Network TopologyProject Contact List
Cabinet Layout Diagram
DC Power Distribution Diagram
Equipment Chassis Card Layout and Serial NumbersSite Information
Address and Contact DetailsConsiderationsEquipment Floor Plan
and Serial Numbers
Equipment Port Allocation and Cable Schedule
Port Allocations
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Executive report 79SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Network Topology Circuit Information
Circuit Details
Labeling Formats
Post sales best practicesNetwork Ready for Use (NRFU) Content
Network Ready for Use (NRFU) – refers to a document, which defines, and records the specific ti th t t t t th C t t k d li d b Ci d t d l th tactions that are necessary to test the Customer network delivered by Cisco and to declare that
it is ready for use. The NRFU tests will demonstrate that the Network equipment has been configured and the network will operate in a manner designed. It will also enable Customerto accept it as a working system and proceed with the process of adding production
ti it d t ffi I t t T ti h b l t d f ll
Network OverviewHigh Level Project Overview
Success Criteria
Prerequisites and Assumptions
connectivity and traffic once Interconnect Testing has been completed successfully.
g jNetwork OverviewNetwork Topology DiagramsPhysical Network TopologyLogical Network Topology
Prerequisites and Assumptions
Network Ready For Use Tests
Test Configurations
<Device/Service> ConfigurationLogical Network TopologyNetwork Ready For Use Test ProcessOverview TimescalesResource Requirements
g
Final Configurations
<Device> - <Nodename> Configuration
Addi i l S i
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Executive report 80SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Resource RequirementsTest EquipmentTest Schedule
Additional Sections
Network Ready for Use Test Plan
Network Ready For Use Test Completion
Post sales best practicespNetwork Migration Plan (NMP) Content
Network Migration Plan (NMP) refers to a document that describes the actionsNetwork Migration Plan (NMP) – refers to a document that describes the actions taken in order to migrate the Customers existing services on to the newly implemented network. The NMP includes the procedures for migration,testing and fallback contingency
Network OverviewNetwork Topology Diagrams
Success Criteria
Prerequisites and AssumptionsPhysical Network Topology
Logical Network TopologyProject OverviewHigh Level Project Overview
Assumptions
Site Details
Equipment and Service ScheduleHigh Level Project Overview
Risk AnalysisRisks of Performing This Migration
Schedule
Service Endpoint Allocations
Migration Tasks
Mi i T k i
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Executive report 81SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Risks of Not Performing This MigrationTimescales
Migration Task Lists
Migration Plan
What is IT Governance ?What is IT-Governance ?What Is IT Governance?
IT governance is the responsibility of the board of directors andexecutive management. It is an integral part of enterprise governanceand consists of the leadership and organisational structures andprocesses that ensure that the organisation's IT sustains and extendsprocesses that ensure that the organisation s IT sustains and extendsthe organisation's strategies and objectives.
IT governance addresses these main areas of IT activity:
• Strategic alignment, with a focus on aligning with the business and collaborative solutions• Value delivery, concentrating on optimising costs and proving the value of IT• Risk management, addressing the safeguarding of IT assets (including project g , g g g ( g p jinvestments), disaster recovery andcontinuity of operations• Resource management, optimizing knowledge and IT infrastructure• Performance measurement, tracking project delivery and monitoring IT services
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Executive report 82SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
“IT” is understood to encompass the infrastructure as well as the capabilities andorganisation that establish and support it.
, g p j y g
Business drivers for IT Best practicesBusiness drivers for IT Best practicesIT best practices have become significant due to a number of factors:
• Business managers and boards demanding better returns from IT investments, i.e., that IT delivers what the business needs to enhance stakeholder value
• Concern over the generally increasing level of IT expenditure• Concern over the generally increasing level of IT expenditure
• The need to meet regulatory requirements for IT controls in areas such as privacy and financial reporting (e.g., the US Sarbanes-Oxley Act) and in specific sectors such as finance pharmaceutical and healthcarefinance, pharmaceutical and healthcare
• The selection of service providers and the management of service outsourcing and acquisition
• Increasingly complex IT-related risks, such as network security
• IT governance initiatives that include adoption of control frameworks and best practices to help monitor and improve critical IT activities to increase business value
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Executive report 83SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
practices to help monitor and improve critical IT activities to increase business value and reduce business risk
IT best practices and standardsIT best practices and standardsBest Practices and Standards Help Enable Effective Governance of IT Activities
An IT Management Framework Is Needed
• ITIL—Published by the UK government to provide best practices for IT service management
ITIL is based on defining best practice processes for IT service management andITIL is based on defining best practice processes for IT service management and support, rather than on defining a broad-based control framework. It focuses on the method and defines a more comprehensive set of processes
• COBIT—Published by ITGI and positioned as a high-level governance and control COBIT Published by ITGI and positioned as a high-level governance and control framework
COBIT is based on established frameworks, such as the Software Engineering Institute’s Capability Maturity Model, ISO 9000, ITIL and ISO 17799
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Executive report 84SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
ITIL & COBIT St f k f b t tiITIL & COBIT – Strong frameworks for best practices
Statements by analysts recommending the adoption of best practices,Statements by analysts recommending the adoption of best practices, for example:
Strong framework tools are essential for ensuring IT resources are aligned with an enterprise's business objectives, and that services and information meet quality, fiduciary and security needs….
COBIT and ITIL are not mutually exclusive and can be combined to provide aCOBIT and ITIL are not mutually exclusive and can be combined to provide a powerful IT governance, control and best-practice framework in IT service management.
E t i th t t t t th i ITIL i t th t t fEnterprises that want to put their ITIL program into the context of awider control and governance framework should use COBIT.
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Executive report 85SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
ITILITIL
IT service management is concerned with delivering and supporting ITIT service management is concerned with delivering and supporting IT services that are appropriate to the businessrequirements of the organisation. ITIL provides a comprehensive, consistent and coherent set of best practices for ITservice management and related processes, promoting a quality approach for achieving business effectiveness andefficiency in the use of IS.
The generic processes described in ITIL promote best practice and may be used as a basis for achievingthe British Standard for IT Service Management (BS 15000),
hich is c rrentl being considered for fast tracking towhich is currently being considered for fast-tracking tobecome an international standard—ISO/IEC 20000.
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Executive report 86SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
ITILITIL
The core operational processes of IT service management
The processes of service support described in ITIL are:• Incident management
P bl t• Problem management• Configuration management• Change management• Release management
Ser ice desk f nction• Service desk function
The processes of service delivery described in ITIL are:• Capacity management• Availability management• Financial management for IT services• Service level management
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Executive report 87SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
g• IT service continuity management
The Advantages of COBIT
COBIT provides significant advantages to those who recognize the need for internal control over their information and the systems that manage it, including:
It is increasingly accepted internationally, based on the professional and practical experiences of experts worldwide.
It is 100 percent compliant with ISO17799, COSO I and COSO II, and maps onto many other related standardsrelated standards.
COBIT is a way to bridge the communication gap between IT functions, the business and auditors, by providing a common approach, understandable by all.
COBIT i t i t d ti bl d tCOBIT is management-oriented, actionable and easy to use.
COBIT provides strong support for IT audit, reduces the cost of audit risk assessment, and enables a higher quality of audit and related opinion.
COBIT avoids reinventing wheels and shortens the time required to implement effective practices.
COBIT is a flexible and adaptable approach to suit every organization’s unique cultures, size and specific requirements.
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COBIT is complete, objective and continually evolving and is maintained by a reputable not-for-profit organization.
ITIL/ITSM – What is it?
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Executive report 89SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Potential problems of ITILOr why do you need CoBIT ( Common objectives for IT..) on top…
Th i t d ti t k l ti d i ifi t ff t d i h fThe introduction can take a long time and significant effort, and requires a change of culture in the organization. An over ambitious introduction can lead to frustration because the objectives are never met.
If process structures become an objective in themselves, the service quality may be p j , q y yadversely affected. In that case, procedures become bureaucratic obstacles that are avoided where possible.
There is no improvement due a lack of understanding about what processes should provide, what the performance indicators are, and how processes can be controlled.provide, what the performance indicators are, and how processes can be controlled.
Improvement in the provision of services and cost reductions are insufficiently visible.
A f l i l t ti i th i l t d it t f l tA successful implementation requires the involvement and commitment of personnel at all levels in the organization. Leaving the development of the process structures to a specialist department may isolate that department in the organization and it may set a direction that is not accepted by other departments.
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If there is insufficient investment in support tools, the processes will not be done justice and the service will not be improved. Additional resources and personnel may be needed if the organization is already overloaded by routine IT Service Management activities.
ITIL Service Areas
Availability ManagementIT Service
ContinuityManagement
Financial
Capacity Management
g
R lFinancialManagement
for IT services
C
Release Management
Service LevelManagement
Change Management
Configuration
IncidentManagement Problem
Management
Configuration Management
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Executive report 91SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
g
ITIL Certification
Certificate Description Training and Examination
FoundationBasic understanding of the ten ITIL Service Delivery and Service Support processes and the Service Desk function
3 day training,1 hour multiple choice exam
PractitionerDeep understanding of one ITIL process; Foundation certificate is a prerequisite
2-3 day training,2 hour essay style examprerequisite exam
Service Manager
Deeper understanding of all ten ITIL processes and the Service Desk Function; Foundation certificate is a
2-3 week training, 2x3-hour essay style
ITIL Foundation Certification
Manager Function; Foundation certificate is a prerequisite
y yexams
Might be of interest for SAM/BDM
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Executive report 92SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
NIN
G &
NG
Staging Plan Development
Detailed Design Development
Business Requirements Staging
NET
WO
RK
PLA
NEN
GIN
EER
IN
Staff Planning Development
Migration Plan Development
Systems Acceptance Test Plan Development
Implementation Plan Development
Proof of Concept
Business Case Development
High Level Design
Technology Strategy
Deployment Project Management
Site Readiness Assessment
Systems Readiness Assessment
Detailed Requirements Plan
Technology Improvement
Technology Assessment
Business Case Alignment
Training
Systems Acceptance Testing
Migration
Implementation
NS
AND
ED
SER
VIC
ES
Systems Monitoring and Management
Configuration Management
Moves, Adds, and ChangesUsing ITIL
Using eTOM
OPE
RAT
ION
NET
WO
RK
MAN
AGE
Business Readiness Test Plan
Ops. Implementation Plan Development
Operations Design Development
Hardware Support
Troubleshooting Support
Change Management
Operations Technology Operations Deployment Project
Network Resiliency Assessment
Operations Detailed Requirements Plan
Operations Assessment
Operations AssessmentBusiness Readiness Test
Operations Implementation
UR
ITY
SER
VIC
ES
Business Readiness Test Plan Development
Security Implementation Plan Development
Security Design Development
Software Support
Security Administration
Operations Technology Strategy
(Technology) Security Readiness Assessment
Security Vulnerability Assessment
Security Architecture Assessment
Operations Deployment Project Management
Security Improvement
Security Assessment
Operations Improvement
Security Implementation
Operations Training
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Executive report 93SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
SEC
U
DesignDesign ImplementImplement OptimizeOptimizeOperateOperatePlanPlanPreparePrepare
RT59/ ORMA - Assessment Approach
1. Interview business & IT leaders and senior
RT59/ ORMA Assessment Approach
1. Interview business & IT leaders and senior engineers
2. Gather technical, process, tools and organizational documents and templates
3 Assess and document current state; Network Health
30+ interviews
3. Assess and document current state; Network Health Report
4. Outline a detailed remediation plan to achieve business and availability goals
5 P hi bl i i d i t d 30 te e s5. Prepare an achievable vision and associated roadmap
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Executive report 94SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Executive Readout showsobstacles to strategy
Detailed Remediation PlanExec SummaryNet Health
Report
The Solution: A Lifecycle Approach to Service and Support (Elevator Pitch)
Coordinated Planning and StrategyMake Sound Financial
Decisions
PreparePrepare
Assess ReadinessCan Your Network Support the Proposed System?
PlanPlan
Operational ExcellenceAdapt to Changing
Business RequirementsOptimizeOptimize
CISCOPARTNER
Maintain Network HealthManage, Resolve,
Repair ReplaceOperateOperate
Design the SolutionProducts, Service, Support Ali d t R i t
DesignDesign
PARTNERCUSTOMER
Repair, Replace
Implement the Solution
ImplementImplement
Aligned to Requirements
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Executive report 95SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Implement the SolutionIntegrate Without Disruption
or Causing Vulnerability
Mapping CoBiT to ITIL
ses
iT P
roce
ssC
oBi
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Executive report 96SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Mapping CoBiT to ITIL for customers Problem Management - CoBiT process DS10g pRACI Chart
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Executive report 97SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
CoBiT
Mapping CoBiT to ITIL for customers Problem Management - CoBiT process DS10g pDetailed control objectives
DS10.1 Identification and Classification of ProblemsProblems should be categorised as appropriate into related groups or domains (e.g., hardware, software, support software). These groups may match the organisational responsibilities or the user and customer base and are the basis for allocatingThese groups may match the organisational responsibilities or the user and customer base, and are the basis for allocating problems to support staff.
DS10.2 Problem Tracking and ResolutionThe problem management system should provide for adequate audit trail facilities that allow tracking, analysing and determining the root cause of all reported problems considering:g p p g• All associated configuration items• Outstanding problems and incidents• Known and suspected errorsIdentify and initiate sustainable solutions addressing the root cause, raising change requests via the established change managementprocess. The progress of problem resolution should be monitored against SLAs.process. The progress of problem resolution should be monitored against SLAs.
DS10.3 Problem ClosurePut in place a procedure to close problem records either after confirmation of successful elimination of the known error or after agreement with the business on how to alternatively handle the problem.
DS10 4 I i f Ch C fi i d P bl MDS10.4 Integration of Change, Configuration and Problem ManagementTo ensure effective management of problems and incidents, integrate the related processes of change, configuration and problem management. Monitor how much effort is applied to firefighting rather than enabling business improvements and, where necessary,improve these processes to minimise problems.
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Executive report 98SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
CoBiT
Mapping CoBiT to ITIL for customers Problem Management - CoBiT process DS10g pKPI, KGI
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Executive report 99SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
CoBiT
Mapping CoBiT to ITIL for customers Problem Management - CoBiT process DS10g pMaturity Model
Management of the process of Manage problems that satisfies the business requirement for IT of ensuring end users’
satisfaction with service offerings and service levels, and reducing solution and service delivery defects and rework is:
0 Non-existent whenis no attempt made to identify the root cause of incidents.
1 Initial/ Ad HocwhenIndividuals have recognised the need to manage problems and resolve underlying causes Key knowledgeable individualsIndividuals have recognised the need to manage problems and resolve underlying causes. Key knowledgeable individuals provide some assistance with problems relating to their area of expertise, but the responsibility for problem management is not assigned.
2 Repeatable but Intuitive whenThere is a wide awareness of the need and benefits to manage IT-related problems within both the business units and information services function.
3 Defined Process whenThe need for an effective integrated problem management system is accepted and evidenced by management support and budgets for the staffing and training are available.
4 Managed and Measurable whenThe problem management process is understood at all levels within the organisation. Responsibilities and ownership are clear and established.
5 Optimised when
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Executive report 100SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
The problem management process has evolved into a forward-looking and proactive one, contributing to the IT objectives. Problems are anticipated and prevented.
CoBiT
COBIT ( Control Objectives for IT and related technology )technology )
Control Framework providing tools which help measuring the efficiencyControl Framework providing tools which help measuring the efficiency of IT processes and the efficiency of IT alignment with business
Comprehensive guidance for management and business process owners
Enables the development of a clear policy and good practice for IT control throughout organizations by defining KPI and CSF
Coorporat Governance IT Governance KPI CSF SLAp
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Executive report 101SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
KPI based Service delivery
HOW to do it ?HOW to do it ?
Governance in KPI based service delivery Alignment of customer businessAlignment of customer business KPIs with Cisco service delivery
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Executive report 102SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
KPI based service delivery framework – Why ?What do we want to achieve ?What do we want to achieve ?
KPI based strong Governance and thought Leadership In service delivery
Helps center service selling and delivery discussionson measurable values rather than costs andon measurable values rather than costs and subjective interpretations by:
Defining value metrics and KPIs with customer jointly and openly upfront
Ali KPI ith t i t l KPI d bj ti
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Executive report 103SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Align KPIs with customer internal KPIs and objectivesKPIs measure service delivery efficiency and performance
KPI based service delivery framework – Why ?What do we want to achieve ?What do we want to achieve ?
KPI based strong Governance and thought Leadership In ser ice deli erIn service delivery
Reduces subjectivity in the relationship
C ti i t i iContinuous improvement in service requests handling performance
Continuous improvement of staff productivity
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Executive report 104SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
p y
KPI based service delivery framework – HOW ?
Identify and align KPIs with customer business KPIs by using Cisco business KPI methodology
Define focus areas
Validate KPI details
Finalise KPI trends and reporting
Workshop #1 Workshop #2 – Workshop #3
Workshop objectives
Process mapping of customer
operational focus or pain points; Define areas of
Review all KPI definition
templates to test relevance,
solidity and
Review all KPI reporting
templates and historical data;
agree KPI
reporting
Define areas of Cisco
contribution
solidity and feasibility
agree KPI trending (notthresholds)
KPI definition templates
KPI reporting templates
On-going reporting
Definition of in and out of
scope; Understanding of KPI impact on business
Cut down KPI list; Common understanding of interdepen-dencies across
Cisco and
Final portfolio of business
relevant KPIs, ready for contract inclusion
Workshop outcome
pKPI
thresholds agreed
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Executive report 105SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
on business operations
Cisco and customer
inclusion
1 day ½ day~2 weeks ½ day~2 weeks 6+ months
KPI based service delivery framework – HOW ?
KPI measurement – KPI usage
KPI measurement and standard compliancy:Deterministic and precise (almost mathematical) measurement of that what we call value of Cisco ServicesStandard compliancy ( ITIL COBIT eTOM)Standard compliancy ( ITIL, COBIT, eTOM)
KPI usageUsing KPIs compliant with customer management business KPIs to measure
AS delivery efficiency
Using KPIs as a strong vehicle
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( on Cisco site as well as on Customer site)to proactively act – not react - upon servicequality delivery improvements
KPI based service delivery framework – HOW ?
KPI performance reporting
KPI performance reportingMonthly performance reporting – report send to customer CXO level
Quarterly CXO meetings
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Executive report 107SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
KPI based service delivery frameworkResults and feedback from experience in the field
KPIs : Mean time to repair measurement results June 2008-May 2009
Key Takeaways: 2008/2009
Increased productivityIncreased productivity of customer and Cisco teams by:
55% decrease in t ´ ff tcustomer s efforts
compared with average 2008
42% decrease in time to close compared withclose compared with average 2008
24% decrease in Cisco´s efforts to solve open requests compared withCustomer
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Executive report 108SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
requests compared with average 2008Customer
Customer
eTOM: Enhanced Telecom Operations Map®L1 processesp
Customer
Fulfillment Assurance BillingOperationsSupport &Readiness
ProductLifecycleManagement
InfrastructureLifecycleManagement
Strategy &Commit
Strategy, Infrastructure & Product Operations
Customer Relationship ManagementMarketing & Offer Management
Service Management & OperationsService Development & Management
Resource Management & Operations
Supplier/Partner Relationship Management
Resource Development & Management
Supply Chain Development & Management
(Application, Computing and Network)(Application, Computing and Network)
Strategic & Enterprise Enterprise Risk Enterprise Effectiveness Knowledge & Research
Enterprise Management
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Executive report 109SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Planning
Financial & AssetManagement
Stakeholder & ExternalRelations Management
Human ResourcesManagement
Management Management Management
eTOM: Enhanced Telecom Operations Map®L2 processes
OperationsFulfillment Assurance BillingOperations Support
& Readiness
p
& ReadinessCustomer Relationship Management
Customer Interface Management
Billing & Collections
Management
CustomerQoS / SLA
Management
ProblemHandling
Selling
OrderHandling
MarketingFulfillmentR
CRMSupport &Readiness
Service Management & OperationsService Service Service Quality Service &SM&O
Retention & Loyalty
gResponse
Resource Management & Operations
Configuration & Activation
ProblemManagement
Q yManagement Specific Instance
Rating
SM&OSupport &Readiness
ResourceTrouble
ResourcePerformance M tRM&O
Supplier/Partner Relationship ManagementS/P Requisition S/P Problem S/P S/P Settlements
ResourceProvisioning
Management
Resource Data Collection & Processing
ManagementRM&OSupport &Readiness
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Executive report 110SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Supplier/Partner Interface Management
S/P RequisitionManagement Reporting &
ManagementPerformanceManagement
& BillingManagement
S/PRMSupport &Readiness
eTOM: Enhanced Telecom Operations Map®L3 processes
OperationsFulfillment Assurance BillingOperations Support
& Readiness
p
& ReadinessCustomer Relationship Management
Customer Interface Management
Billing & Collections
Management
CustomerQoS / SLA
Management
ProblemHandling
Selling
OrderHandling
MarketingFulfillmentR
CRMSupport &Readiness SellingL3
Service Management & OperationsService Service Service Quality Service &SM&O
Retention & Loyalty
gResponse
Manage Prospect
Qualify and Educate
Customer
Negotiate Sales
Acquire Customer
Data
Cross / Up Selling
SellingL3
Resource Management & Operations
Configuration & Activation
ProblemManagement
Q yManagement Specific Instance
Rating
SM&OSupport &Readiness
ResourceTrouble
ResourcePerformance M tRM&O
Supplier/Partner Relationship ManagementS/P Requisition S/P Problem S/P S/P Settlements
ResourceProvisioning
Management
Resource Data Collection & Processing
ManagementRM&OSupport &Readiness
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Executive report 111SD IM PoM ChM ReM AvM CaM SecMeTOM / ITIL
Supplier/Partner Interface Management
S/P RequisitionManagement Reporting &
ManagementPerformanceManagement
& BillingManagement
S/PRMSupport &Readiness