introducing it service management at the lrz

8/8/2019 Introducing IT Service Management at the LRZ

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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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IT Service Management 5

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



Prevalence of ITSM Frameworks

10

0

15

30

45

60

ITIL ISO/IEC 20000 COBIT MOF eTOM

2004 2007 2009

Quelle: INS / BT



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)



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



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]



Certification and Accreditation

IAF, national accreditation bodies and

certification bodies

...

...



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



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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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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!"#$%#&'(")*"%&"%+,-./!

01203415/6717846415/

9(:;4


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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)

introducing it service management at the lrz

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