major incidents –pdf

7/30/2019 Major Incidents pdf

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Major Incidents

A Quick Win for ITIL?

Yvonne OByrne12 December 2006


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Overview of the presentation

Background to using ITIL at Birmingham Major Incident process a quick win?

Demonstrating the results

Problems encountered

Benefits from using ITIL


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Background

Working in Information Services since 1999 Birmingham has a converged Library and IT

service with 540 staff (over 100 in IT)

IS was reorganised at the start of 2004 Quality recognised with new post created

We now have an IT Head of Quality toDo Quality


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How do you Do Quality ?

With no staff and no budget No clearly defined remit or scope, other than

handle Major incidents and introduce change

control Long standing, specialist staff who:

are already doing a good job, but work in silos

dont want anyone telling them what to do

have seen it and heard it all before

its all just bureaucracy


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Why ITIL?

What I needed:

A clear definition of what Quality means

that supports IS & University strategic drivers

(risk management, improved communication,customer focus, Value For Money)

A framework or standard to sell to IT staff to complement existing good work

that staff can buy into

that supports them in their work


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Major incidents a Quick Win for

everyone

Serious problems were escalated unnecessarily tosenior management

Help Desk staff were overloaded when there was aserious problem

Customers complained that we didnt tell them whatwas happening

Local IT staff couldnt help because they didnt know

either Technical staff were too busy fixing the problem to

tell anyone about it

We could do something about it quickly!


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Risk management

Release, Change &

Configuration management

Projects and

Operational service

Incidents

Major

incidents

DisasterIT Service continuity

management

Problem management

Incident management

ITIL process

Service Desk

University group

CPAG (Contingency

Planning Action Group)

IS Risk Management

Group

Help Desk

IS Project

Co-ordination

Group


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Major incident identified by

Service

managers

Customer support calls

ICSD

staff

Problem

Manager

Help

Desk

MAJOR Incident

The no. and type ofpeople affected

The importance ofthe businessfunction

The no. and type ofIT services affected

The potential effecton the Universitysexternal image

The elapsed time

= INCIDENT SCORE


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Role of the Problem manager

Holds end of incident review to identify lessons for the future:

Identifies actions to be taken to prevent the incidentrecurring, or to improve our response time

Makes sure actions are followed through

Identify any underlying problems that may need moretime (or funding) to address

Reports to the IS Risk Management Group:

Prioritises and authorises funding to address serious

disruption and fix the underlying problemStatistics are provided to customers as:

Key Performance Indicators on service availability andto show service improvement


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What do the figures tell us?Major & Minor Incidents

31

11

28

37

2

28

0

5

10

15

20

25

30

35

40

2004 2005 2006

Num

be

r

Major

Minor


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How does this affect our customers? 2004 2005

The impactwas reduced

by 59%

2005 2006

The impact

has reduced

by 17%

Impact = Score given to Major Incident x no. of hours outage

Major Incidents - Im pact over 3-year p er iod

26522

109769111

0

5000

10000

15000

20000

25000

30000

2004 2005 2006

Im

pactscore


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How far have we progressed?Pro cess matur i ty mode l

Time

Im

pac

t


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And at the service level .

0

1000

2000

3000

4000

5000

6000

7000

8000

9000

10000

DoS Networks Email Business

Systems

Incidentscore

2004

2005

2006

Denial of Service

attacks eliminated

Network and

authentication

failures down 95%

Email failures

reduced by 88%

Business Systems

failures down 30%


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How have these results been achieved? Replacing old hardware and software

Building-in resilience and redundancy to new &existing systems

Providing tools for monitoring and analysis

Improving communications so that system failure isflagged without delay to the relevant staff

Training Data Centre staff to extend routinemonitoring and the implementation of fixes

Tracking, analysing and fixing issues identified at theend of each incident

Developing and improving DR procedures Risk Management Group prioritising & allocating

funding

Overlapping into other ITIL processes


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Problems encountered

Processes are easy compared to the people

You can take a horse to water ..

Changing the culture is hard work

ITIL doesnt really tell you how to do that Spread the word at every opportunity

Need to make it relevant to each person and

demonstrate the benefits for each individual

Its a slow process dont give up


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Cultural / people benefits

Provides a consistent way of dealing with incidents

and problems

A quick win where you can give feedback gains you

buy-in from Senior Management and customers

Defines roles and responsibilities and encourages

ownership of processes

Promotes cross-team working and communication of

ideas and knowledge, breaks down barriers

Provides a professional framework that everyone

agrees with


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Any Questions?

Yvonne OByrne ([email protected])

Head of Quality

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