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Leibniz Supercomputing Centre of the Bavarian Academy of Sciences and Humanities
Introducing IT Service Management at the LRZ
Dr. Michael Brenner
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IT Service Management
Leibniz Supercomputing Centre (LRZ)
Owned by the Bavarian Academy of Sciences and Humanities
Staff: ca. 170 full time employees
Function:
- Provider of IT services for scientific and academic institutions in the Munich area
with more than 100,000 users
- Provider of the Munich Research Network
- National supercomputing center
(for all German universities)
Heterogenous service portfolio withwide vertical range
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Leibniz Supercomputing Centre (photo: Christoph Rehbach)
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LRZ: Organizational Structure
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Project Motivation
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Why aim for a process approach?
Availability is the all-dominantparameter forenterpriseservices
Average availability is the result of
frequency and duration of service
outages.
About 80% of all service outages
originate frompeople and process
issues
Duration of outages and degradationssignificantly dependent on non-
technical factors
Humanfailures
Applicationfailures
Sources of service outages[Gartner 1999]
Technologyfailures
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What is a process?
Definition according to ISO 9000A process is a set of interdependent activities used to transform a
given input into a specified output by means of resources (e.g.
people, technology).
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Processes across the organization
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Preparation
Selection of a process framework
Identification of pain points and classification
according to
- People, process, technology deficiencies
- Related ITSM processes
- Concerned stakeholders
Identification of quick wins
Prioritization of issues to address and ITSMprocesses to introduce
At LRZ: Incident, Change and Configuration
Management have highest priority
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Overview: Related standards and frameworks
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ITIL V2 ITILV3
COBIT
MOF
ISO/IEC 20000
ISO 9000
CMM CMMI
ISO/IEC 15504
Software EngineeringReifegradmodell
IT-Management -Framework
Qualittsmanagement-norm / -methodik
BS 15000
Concept Adaption / Alignment
Precursor
Legende
ISO/IEC 27000
(from COBIT Version 4)
TOM eTOM
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Prevalence of ITSM Frameworks
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0
15
30
45
60
ITIL ISO/IEC 20000 COBIT MOF eTOM
2004 2007 2009
Quelle: INS / BT
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Which ITSM process framework to choose?
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Foundations of ISO/IEC 20000
What is ISO/IEC 20000?
An international standard, facilitating a process approach for
the delivery of IT services
A set of minimum requirements, used to assess anorganizations IT Service Management System with respect to
its effectiveness
Owner of ISO/IEC 20000:
- ISO (International Organization for Standardization)
- IEC (International Electro-technical Commission)
- Developed by JTC1/SC7
(Joint Technical Committee 1, Subcommittee 7)
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Frameworks & standards:IT Service Management
(e.g. ITIL, MOF, COBIT),Quality Management acc. to ISO 9000
ISO/IEC 20000-2
ISO/IEC20000-1
PART 1:SHALL/MUST-HAVEs Minimum requirements
Checklists
PART 2:SHOULD-HAVEs Extensions of part 1 Optional recommendations
ISO/IEC20000
Specification
ISO/IEC20000
CodeofPractice
Context of ISO/IEC 20000
FRAMEWORKS &STANDARDS Best Practices QM foundations
BEST
PRACTICE
Quality
Management
16 pages
34 pages
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Management System
Amanagement system, is a system to establish policyand
objectives and to achieve those objectives
Management systems are used by organizations to develop their
policies and to put these into effect via objectives and targets,
using- an organizational structure where the roles, responsibilities, authorities, etc. of
people are defined,
- systematic processes and associated resources to achieve the objectives and
targets,
- measurement and evaluation methodologyto assess performance against the
objectives and targets, with feedback of results used to plan improvements to
the system, and
- a review process to ensure problems are corrected and opportunities for
improvement are recognized and implemented when justified.
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[ISO Guide 72]
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Certification and Accreditation
IAF, national accreditation bodies and
certification bodies
...
...
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Release Management
Business RelationshipManagement
Supplier Management
Budgeting & Accounting
for IT Services
Information Security Management
Service Level Management
Service ReportingCapacity Management
Service Continuity &
Availability Management
Incident ManagementProblem Management
Configuration ManagementChange Management
[9] Control Processes
[10] ReleaseProcess
[8] Resolution Processes
[7] RelationshipProcesses
[6] Service Delivery Processes
[4] Planning & Implementing Service Management
[3] Management System
[5] Planning & Implementing new or changed Services
[1] Scope
[2] Terms and Definitions
Basic structure of ISO/IEC 20000
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Deming Quality Cycle PDCA
Quality management method according to W. E. Deming
Most common approach to continual improvement.
Plan-do-check-act shall be applied to the entire IT servicemanagement system, i.e. all processes defined in ISO/IEC20000.
Check
Plan
Ac
tDo
Time
Ma
turity
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Overview: Assessments and audits
Objectiveness
Expenses
/efort
Self assessment
Internal audit
External audit
Third party audit
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IT Service Management
Introducing ITSM is a Technochange
Introducing IT Service Management is a multi-faceted project
- Not just an project to build or buy an ITSM software tool
- Not just a purely organizational change without involvement of technology issues
Introducing ITSM is a Technochange- Historically high risk of failure (up to 75%)
- Biggest source of risk: people's negative reactions to changes
Introducing ITSM with a good chance of success
requires an integrated approach consideringthree overlapping aspects:
- People
- Process
- Technology
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Technology
People Process
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Success Factors
? Contributions to project by all departments
?Acceptance of project by staff
Public commitment to project by senior management
Establishment of an ITSM work group with at least 2 membersfrom each department
Training scheme for all personnel
?Adequate tool support for ITSM processes
Selection and procurement of ITSM suite as part of the project
Side project to document, consolidate and integrate existing tool
landscape
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Project Outline
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2008 2009 2010
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Project Marketing and Training
General Project Marketing
- Public commitment of senior management to project
- Presentations by ITSM in department meetings
Training Program
- All staff eligible to receive in-house
foundation training and certification
- Foundation mandatory for managers -
recommended, but voluntary for IT staff
- More than 100 staff members trained
Experiences
- Once critical mass is reached, changes in day-to-day discussions evident
- Tests and certification can boost motivation, but not without risk
Participants of the worldwide first pilot exams for new certification scheme
at LRZ, November 2007
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ISO/IEC 20000 Qualifikationsschema
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Prerequisites
Where we started
- Processes mostly at maturity level 2
- Cross departmental coordination mostly "ad hoc"
- Documentation differs in granularity, structure and
presentation (tables, graphic model representations etc.)
Maturity level 3 a prerequisite for continual
improvement
Documentation policies
Documentation of existing processes andprocedures
Step-by-step introduction of ISO/IEC
20000 management processes
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CMM / CMMI Maturity Levels
Basic process exists
Standard processes implemented anddocumented
Monitoring of quantitative quality goals
Process improvement is established
Managed
Defined
Initial
Repeatable
Optimizing
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Resolution Processes
Incident Management
- Goal: Restoration of defined service levels
- Structured Process, many cases / time
- Challenges
- Inefficient without tool support
- Alignment of department specific procedures and
requirements
Problem Management
- Goal: "Root cause analysis",improving the infrastructure
- Dependent on effective Incident and
Configuration Management
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Example: ISO20K Requirements
Objective: To restore agreed service to the business as soon as possible or to
respond to service requests.
All incidents shall be recorded.
Procedures shall be adopted to manage the impact of incidents.
Procedures shall define the recording, prioritization, business impact, classification,
updating, escalation, resolution and formal closure of all incidents.
The customer shall be kept informed of the progress of their reported incident or
service request and alerted in advance if their service levels cannot be met and an
action agreed.
All staff involved in incident management shall have access to relevant informationsuch as known errors, problem resolutions and the configuration management
database (CMDB).
Major incidents shall be classified and managed according to a process.
ISO/IEC20000
Specification
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Control Processes
Configuration Managemet
- Goal: Documentation of the infrastructure "configuration",
designing, building and maintaining Configuration Management Database
(CMDB)
- Semi-structured Process, "case" hard to define,
part project activities, part maintenance activities
- Challenges
- Tool support crucial
- Finding a suitable meta model for the CMDB
Change Management
- Goal: Controlling infrastructure changes
- Co-dependent on Configuration Management
- Challenge: Balance between too much and too little control
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Parallel Tool Sub-Projects
About 100 self-declared ITSM tools or ITIL tools,about 50 certified as ITIL-compliant by consultancies
No usable independent reviews
Integration of ITSM with operational management tools necessary
Complexity depends on heterogenity of tool landscape
Consolidation of tool landscape as preparation / side-project
Selection and Purchase of an ITSM suite
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Selecting an ITSM Suite - Part 1
Finding a 'candidate list':
First-looks at exhibitions
Market research on Service Desk tools for
- Gartner and Forrester
reports readilyavailable
- Best source on
market presence
- Not a review of the
quality of thesoftware itself!
- Upper right corner
not always best for
everybody
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>100 products
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Typical Architecture of an ITSM Suite
Various Interfaces and Users
ITSM-Suites sind meistens Anwendungen auf einer allgemein
einsetzbareren Plattform
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IT Personnel Developers / Admins Users / Customers
ITSM Application
Workflows Forms ITSM Objekte ...
other Systems
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Selecting an ITSM Suite - Part 2
Invitation of demos by vendors or partners
- List of important topics
- Examples with test cases based on documentated
LRZ procedures
- Pre-evaluation of non-functional criteria (user-friendliness, ease ofcustomization, ...)
Evaluation of test installations
- Introductory workshops by vendor or partner
- Un-attended testing by LRZ staff
- Trying out each tool by
- 22 requirements: Evaluation of functional capablities
(workflow support, CMDB) and non-functional aspects
- Functional capablities for CMDB realization: Federation, Reconciliation,
Visualization, Dependency Mapping, ...
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5 products
3 products
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Selection Process
Lessons learned: Tool administration very complex; Implementing "Customizing
Test Cases" very labor intensive.
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iET Solutions
ITSM
ITSM-Suite 1
ITSM-Suite 1
ITSM-Suite 3
ITSM-Suite 4
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Results of final tool evaluation
Simplified results based
on 22 criteria Specific to LRZ
requirements, rated from
"" to "++"
No tool earned a "++"
for any high-level
requirement
Among functional
aspects, only CMDB-
related requirements
(dependency mapping,
visualization) real
differentiators
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Tool 1(mid-sized
vendor, via
partner)
Tool 2(large
vendor)
iETITSM(small
vendor)
Current(older
solution by
large
vendor)
Administration ofWorkflows
o o
Administration ofData + o o
FunctionalityWorkflow
+ + +
FunctionalityCMDB
o +
User Friendliness + o +
ExpectedSupport Quality
+
Licencing Model /Costs
+
Functional
Criteria
Non-functional
Criteria
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Screenshot
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Lessons learned
Tool-certification has little value
High investment in customizing required for all tools
Financing of long-term consulting support all but impossible for
public research institutions (at least for us)
Stakeholder include customers, IT personal as well as developers
and administrators
Hard-to-calculate risks due to often unclear prospects for future
support and complex licensing models
Big is not always better
Support quality is crucial
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Tool Consolidation
Survey of all tools
- Early estimate: 20 tools, after on-line questionaire and interviews: >100 tools
- For each tool recording of owner and various attributes (areas of use, source or
manufacturer, functionality, ...)
Classification
- No established classification schemes for
management tools
- Bottom-up classification by experimenting with clustering algorithms and
attribute sets
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Finding a suitable CMDB Meta Model
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Federated CMDB
Synchronisation
Reconciliaton
Federated CMDB
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MDRMDR
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Management Data Repositories
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Mid-term Goal
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IT
SM-Suite
Process People
Tech-
nology
ticket
phone
email
Process People
Tech-
nology
- Undocumented processes (maturity level 2)
- Many management tools
- Manual workflow control
- Fragmented information flow
- Redundant documentation
- Documented processes (maturity level 3)
- Moderate number of management tools
- Workflow management support
- Controlled information flow
- Definitive documentation databases
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Summary and Conclusion
The introduction of process-oriented ITSM at the LRZ is anongoing project leading to a persistent organizational change
ITSM projects need to be managed as "Technochange" projects
It pays to look beyond ITIL: Have a look at ISO/IEC 20000 and
MOF (microsoft.com/mof)!
ITSM projects are cost- and labor- intensive
- Complexity of problems is often higher than anticipated
- Parallel execution of tasks is often limited due to interdependencies between
them
- Convincing people requires time and effort
People and Tool issues are also critical success factors
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What we look for, what we can offer
We are always interested in partners for
- Exchange of experience
- Adapting and integrating Tools
- Dealing with organizational change
- Benchmarking
- Gathering "best practice" (procedures, templates, organizational measures)