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©Pink Elephant Inc., 2001. The contents of this presentation are protected by copyright and cannot be reproduced in any manner. Pink Elephant is a Pink Roccade company.
Pink ElephantITIL OverviewStewart [email protected]
SPIN Conference
©Pink Elephant Inc., 2001. The contents of this presentation are protected by copyright and cannot be reproduced in any manner. Pink Elephant is a Pink Roccade company.
Agenda• Introduction• ITIL Overview• Break• Communication, Change and
Release Management• Questions
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Who Is Pink Elephant?• Pink Elephant Introduced ITIL in North America
in 1997• Part of PinkRoccade Group
• >€650 million revenue ($600M US/$850M CA)• >7800 staff
• Offices in Amsterdam, London, Toronto, Sydney, Chicago and ….
• Active in 22 countries
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What is ITIL?…ITIL is the application of the science of management to information technology. This knowledge is captured in a library of over forty books that outline a process-based set of best practices for IT Service Management.
Information Technology Infrastructure Library
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ITIL PrinciplesITIL is all about which processes need to be realized within the organization for management and operation of the ITinfrastructure to promote optimal serviceprovision to the customer of the services atjustifiable costs.
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ITIL Books• Service Support • Service Delivery • Managers’ Set• Complementary Guidance• Software Support Set• Environmental Set• Business Continuity
Management Set• Business Perspective Set
(ITIL Enhanced)
• Service Level Management• Availability Management• Capacity Management• IT Service Continuity Management • Financial Mgmt for IT Services
• Configuration Management• Incident Management• Problem Management• Change Management• Release Management
Service Desk Function
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Three Levels of CertificationFoundation Certificate
Service ManagerCertificate
Service ManagerCertificate
Service Support
Service DeliveryPractitioner CertificatesPractitioner Certificates
Incident Management
ConfigurationManagement
ProblemManagement
ChangeManagement
AvailabilityManagement
CapacityManagement
Service LevelManagement
Financial Management
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IT Market Trends• Increasing cost of IT services (delivery &
maintenance)• Increasing requirements for quality and value
for money from IT services• Increasing complexity of IT infrastructure• Increasing frequency of IT changes• Increasing dependency on IT services
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Business Perceptions of IT• Dissatisfaction with IT service provision • Lack of communication and understanding between IT
and customers • Expenditures on the IT infrastructure are excessive or felt
to be excessive on the part of the business• Costs for IT service provision lack justification and cannot
easily be tied to benefits for the business• The IT provider’s responsiveness to required changes in
the IT infrastructure not in line with business objectives• IT projects are delivered late and over budget• The business feels that provision of IT is out of control
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Processes vs. Departments
12
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Like weather borders do not exist within processes
•You can’t ignore the weather
•Do you want to prepare for the weather or wait until it rains torealize you need an umbrella?
Processes vs. Departments
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Quality SystemsContinuous Process Improvement
Quality Systems
ISO 900x
TQM
EFQM
Six Sigma
Theory of Constraints
Statistical Process Control
Deming
Etc..
Process Frameworks
IT Infrastructure Library
Gartner CSD
IBM Processes
EDS Digital Workflow
Deloitte & Touche
Microsoft MOF
Etc..
•What is not defined cannot be controlled•What is not controlled cannot be measured•What is not measured cannot be improved
Define
Improve
Measure
Control &Stabilize
ITIL Best PracticesITIL Best Practices
13
Operational ITIL Processes
Release Management
Problem Management
Incident Management
Change Management
Configuration Management
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Operational Processes
Release Management
Problem Management
Change Management
Service Desk
authorization
problemcontrol
errorcontrol
OperationalIT-Services
impact analysis
incidents
requestfor change
requestfor change
Configuration Management
CMDB
DSLReleaseStrategies
IncidentManagement
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Configuration ManagementTo manage the IT infrastructure by identifying, recording, and controlling all Configuration items
Configuration Items: Components of the IT infrastructure that are, or are to be part of the IT Infrastructure
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Configuration Management
Identification &Registration
Verification
StatusAccounting
DefineScope
DefineCI-level
CMDB
Activities
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Example Hardware CIs
NETWORKNETWORKMAINFRAMEMAINFRAME FILESERVERSFILESERVERS
HUBHUB
PCPC PCPC PCPC PCPC PCPC PCPCPC
Keyboard Screen CPU
MODEMMODEM
MODEMMODEM
PCPC
SCOPE
CI LEVEL
ATTRIBUTESOwner, Status,
Location, Version,Serial#, ...
RELATIONSHIPSIs connected to…Is a copy of…Is part of ...
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Incident Management
• Provide continuity: Restore services ASAP• Detection, recording, classification• Investigation, diagnosis, resolution, recovery
An incident is a deviation from the (expected) standard operation of a system or service
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Service Desk
• Managing Incident Control • Communication & Promotion• Providing Management Information
Activities
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Managing Incident Control…
CMDB
ICS
incidentclosure
recording &classification
investigation &diagnosis
resolution &recovery
mon
itorin
g &
trac
king
directsolution?
yes
no
Incidents1st line
2nd line
ConfigurationManagementProcess
ICS
CMDB
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Problem ManagementEnsures stability in IT services, by identifying & removing errors in the IT infrastructure.
A problem is a condition that has been defined, identified from one large incident or many incidents exhibiting common symptoms, for which the cause is unknown.
A known error is a condition identified by successful diagnosis of the root cause of a problem, when it is confirmed that a CI is at fault.
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Problem ManagementActivities
• Problem Control• Error Control• Proactive Problem Management• Management Information
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Incident Matching
New Problem?
Incident
(Temporary)Solution
Number of Incidents withProblem + 1
Problem?yes
no
KnownError?
(Temporary)Solution
Number ofIncidents with
Known Error + 1
yes
no
Incident Control
RoutineSolutionRoutine?
yes
no
BusinessScope Decision
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Proactive Problem Control
New Problem Record Defined
1-1M-1
Relationships
Incident Matching
Historical Incident DataTrending Activities
Data Mining
! Similarities?! Like Symptoms?! Incident Groupings?
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Investigation &Diagnosis
IncidentControl
Problem Management Process
Error Control
Problem Control
Incident ManagementProcess:
IncidentControl
CMDBConfigurationManagementProcess
ICS(Resolution Advice)
Support for Incident Control
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Change ManagementEnsures that standardized methods and techniques are used, for efficient and immediate handling of all changes to the IT infrastructure, while minimizing change related incidents.
A Change is an action that results in a new status for one or more IT infrastructure Configuration Items
A Request for change (RFC) is the main input to the Change Management process.
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Change Management ProcessIncident
Change
InfrastructureProblem
Operation
Implementation
Identification
Requestsfor Change
INFORMATIONTECHNOLOGY
SERVICES
Requestsfor Change
from Clients
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Change ManagementActivitiesProblem Management Process
Error Control CMDBConfigurationManagementProcess
Assessment& Planning
Authorization ofChanges
Acce
ptan
ce &
C
lass
ifica
tion
Requestfor Change Control
& Coordination
Evaluation
29
Change Mgmt.RFC
Process IntegrationIncident Mgmt.
Problem Mgmt.
Change Mgmt.
Communication
• Temporary Fixes
Incidents CMDBConfigurationManagement
• Workarounds
Problem Record
1-1M-1
Relationships
Incident Matching + 1
Known Error Record
CIs at fault
Root Cause
Incident Matching
Solution
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Release Management
Ensures that only authorized and correct versions of software are made available for operation.
The Definitive Software Library (DSL)contains all original software, developed in-house or purchased through vendors.
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Release Management Activities
• Release Planning• Distribution & Implementation of software
and hardware into production• Management of Definitive Software
Library and Definitive Hardware Store• Management Information
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Software Version Control
DSL
Archive
Development
Production
1.0 (original)
CMDB
1.0 (original) DSL
Copy of…(Test)
Copy of…(Production)
1.0 (copy of)
Test1.0 (copy of)
1.0
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Release Mgmt. Integration
ProblemRecord
Known ErrorRecord
RootCause
* Classification* Analysis
* Root CauseAnalysis
Solution?
Monitor?
Incidents
Release Qualification
Production EnvironmentStagingEnvironment
DevelopmentEnvironment
NewProblem
* Release Strategies* Testing Requirements* Production sign-off* Documentation* Support Requirements
AD Lifecycle
* New Services* Updates* Integration withChange Mgmt.
(RFC)
Change Management
Release Management
Service Desk / Incident Control (Service Recovery)
Problem Management (Systemic Problem Elimination)
Definitive Software Library (DSL)
Configuration Management Database (CMDB)
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IT Service Continuity
Management
FinancialManagement
Capacity Management
Service Level Management
Availability Management
Tactical ITIL Processes
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Tactical ProcessesService Level Management
FinancialManagement
Operational Processes
FacilitiesManagement
Capacity Management
Availability Management
IT Service Continuity
Security Management
Third PartyMaintenance
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Ensures continual identification, monitoring and reviewing of the optimally agreed levels of IT service as required by the business. This is done in close co-operation between the IT services providers and the customers (or their representatives).
A Service Level Agreement specifies the services, the service levels, specific conditions and the parties involved.
Service Level Management
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SLM Process
Establish FunctionEstablish Function
Periodic ReviewsPeriodic Reviews
Implement SLAsImplement SLAs
Catalogue S
ervice
s
Catalogue S
ervice
s
Draft
Draft
Negotia
te
Negotia
te
Review
UCs & SLAs
Review
UCs & SLAs
AgreeAgree
Review
SLAs
Review
SLAs
Review
SLM Process
Review
SLM Process
Planning
Planning
Implem
entat
ion
Implem
entat
ion
Manage the Ongoing ProcessManage the Ongoing Process
Monitor
Monitor
Report
Report
Review
Review
DefineExecute
Control
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What is an SLA?• A formal agreement between the customer(s)
and the IT service provider specifying service levels and the terms under which a service or a package of services is provided to the customer
• Details of the standard services, options and levels described in the Service Catalogue
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Agreements vs. ContractsInternal/External
Customers
IT Service
Service Level Management
Service Level Agreements
INTERNALSuppliers
&Maintenance Personnel
EXTERNALSuppliers
&Maintenance Personnel
Operational LevelAgreement (OLA)
UnderpinningContracts (UC)
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Availability Management
Allows organizations to sustain the IT service availability, in order to support the business ata justifiable cost.
Availability ReliabilityMaintainability Serviceability
Resilience Security
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Availability ManagementActivities
Realize Availability Requirements
Compile Availability Plan
Monitor Availability Monitor Maintenance Obligations
Service Level Management
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Calculating Availability
Time Agreed To
Time Actually Availablex 100% Availability =
If a service has been available 39 hours during a time agreed to of 40 hours, then the availability percentage may be calculated as follows:
% Available = 39/40 x 100= 97.5%
Time Actually Available = Time Agreed To - Downtime
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Availability and Incidents
Incident Incident
DetectionDetection Diag
nosis
Diagnosis
Repair Restoration
Restoration
Time between Failures or‘uptime’
Time between System Incidents
Recovery
Recovery
Time
‘‘Repair’Time
ResponseTime
RecoveryTime
Time to repair or ‘downtime’
DetectionElapsed
Time
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Capacity ManagementSupports the optimum and cost effective provision of IT services by helping organizations match their IT resources to the business demands.
Capacity Management Database (CDB):A collection of technical, business and organizational data, to provide capacity forecasts and plans.
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Capacity Management…
Capacity Management Activities
CapacityPlan
Reports
Forecasts
OrganizationalData
TechnicalData
Business Data
Guidelines forService LevelManagement
Inputs & Outputs
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Capacity ManagementActivities
Performance Management
WorkloadManagement
ResourceManagement
DemandManagement
ModelingApplicationSizing
CapacityPlanning
Client
Technical infrastructure
Applications
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IT Service Continuity ManagementIT Service Continuity Management (ITSCM) is focused onthe continuity of IT Services to the business
Business Continuity Management (BCM) is concerned withthe management of Business Continuity that incorporatesall services upon which the business depends, one of which is IT
A crisis is an unplanned situation where it is expected thatthe period when one or more IT services will be unavailable will exceed threshold values agreed to withthe customer.
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Risk Analysis and StrategyBusiness Impact Analysis
Risks
Countermeasures
Assets Threats Vulnerabilities
Business ContinuityStrategy
Technical and business processes / assets
Business Continuity Plan
Risk Assessment
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Countermeasures• Do nothing• Clerical backup procedures• Reciprocal arrangement• “Fortress” approach• Cold start fixed center• Cold start portable center• Hot start external or internal• Mobile hot start
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RiskAnalysis
ManageContingency Plan
TestContingency Plan
RiskManagementContingency
ITSCMActivities
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Financial Management
Provides insight into, monitors and if necessary, recovers costs of IT services from customers.
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IT Financial CycleIT Operational Plan
(inc. Budgets)Cost Analysis(Accounting)
Business ITRequirements
Charges
Costing ModelsCharging Policies
Financial Targets
Feedback of proposed charges to business
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Costing • Determine Cost Unit Structure
• Budgeting• Direct Costs• Indirect Costs
• IT Accounting• Calculate Cost-Price
• Activity Based Costing• Cost Center Accounting
• Monitor Costs (Budgeted / Actual)
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Charging• Implementation of the Charging Policy• Setting Rates
• Cost Recovery• Profit
• Charging System• Define Measurable Units• Invoicing• Monitoring Profits/Results
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Short Break
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Communication, Change and Release Management
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How Do We Get There?
• Steps to be taken :– Identify process goal– Determine activities – Determine inputs & outputs– Set quality norms– Determine measurements or targets
• Taking the steps is a:– Creative process– Iterative process– Interactive process
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Define and Understand
• Where is the need?
• Then What….–Standardize current process?–Reusable components?–Documented procedures?–Re-Engineer from scratch?– Integrate ITIL Best Practices!
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The Quick approach
• First Identify the Pain• Every organization has procedures, implicitly if not
explicitly• Step 1: Write down these procedures as they are
now; make them explicit• Step 2: Correct any obvious errors and omissions• Step 3: Check the procedures against best practices
(from ITIL)
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The Importance of Communication
You are the chief airplane washer at the company hangar and you:1. Hook high pressure hose up to the soap machine.2. Turn the machine "on".3. Receive an important call and leave work to go home.4. As you depart for home, you yell to Don, your assistant, "Don,
turn it off." 5. Assistant Don thinks he hears, "Don't turn it off." He
shrugs, and leaves the area right after you.
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As with any occupation, make sure people have a clear understanding of what you are communicating
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Change & Communication• Implementing or improving service management
within an organization requires cultural change by –Management– IT employees – IT customers and users.
• Managing change requires correct use of communication.
–clarification of how the project will communicate with all interested parties
–ensure all parties are aware of what is going on –can play a relevant part in the project.
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Communication Plan• Describes how target groups, contents and media
are connected in the time-line • Includes (comp. project plan)
–actions –people –method–budget
• Direct contribution to project success• Requires continuous attention to (positive and
negative) signals of parties involved
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Communication plan: steps1. Formulate vision for change and role of communication2. Analyze current communication structure and culture3. Identify target groups4. Decide for each target group
• Communication objectives• Communication strategy• Communication methods and techniques
5. Write communication plan6. Communicate (applying methods & techniques)7. Measure & evaluate the effect and adjust
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Choosing your champion• Choosing champion ≠ creating buy-in !• Depends on implementation strategy
–Style–Skillset
• High enough level to make a difference• Well respected by key players at all levels• Must be a “believer”• Multiple champions possible,
sometimes necessary
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Achieving buy-in
• Prior to full awareness campaign• Initial champion(s) play(s) key role• Determine
–Key decision makers and influencers–Likely “fans” and “enemies”
• Arrange for and communicate quick wins• “What is in it for them”• Try to make them “accomplices”
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Operational Processes
Release Management
Problem Management
Change Management
Service Desk
authorization
problemcontrol
errorcontrol
OperationalIT-Services
impact analysis
incidents
requestfor change
requestfor change
Configuration Management
CMDB
DSLReleaseStrategies
IncidentManagement
68
Change ManagementGoals:
• Prompt Handling of Changes
• Reduce Adverse Impact of Changes
• Improve Service Quality
• Maintain High Visibility
• Change is ACTIVE
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Change Management Activities
• Acceptance• Classification• Assessment and planning • Coordination• Evaluation
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Benefits Of Change
• Alignment• Productivity• Risk control• Volume• Communication
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Recognizing Control•Change process is communicated throughout the organization•Proposed changes are known •RFCs are utilized•Change requests are logged.•Changes are classified•A CAB group exists•Meetings are held •Risk and Impact analysis •Reports are generated
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Possible Change Related Problems
• Perceived Bureaucracy• Scope• Dependencies• Synchronization
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Metrics & Management Reports
• Change Volumes and Frequency• Reasons and Initiators• Incidents Related to Change• Backlogs and Bottlenecks• Key Performance Indicators
74
Release Management
Goal
Release Management takes a holistic view of a change to an IT service and should ensure that all aspects of a Release, both technical and non-technical, are considered together.
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Release Management
The focus of Release Management is the protection of the live environment and its services through the use of formal procedures and checks by ensuring that only authorized and correct versions of software and hardware are made available for operation.
The Definitive Software Library (DSL) contains all original software, developed in-house or purchased through vendors.
©Pink Elephant Inc., 2001. The contents of this presentation are protected by copyright and cannot be reproduced in any manner. Pink Elephant is a Pink Roccade company.
Release Management Activities
• Release Planning• Distribution & Implementation of software
and hardware into production• Management of Definitive Software
Library and Definitive Hardware Store• Management Information
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Recognizing Control• Release Alignment between departments•Information from the CMDB is used to compose releases.•Definition for Delta, Package Full Release.•Changes follow same release path.•DSL and DHS exist•Development links into Change Process
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Real World Linking
C hange M anagem entR equestfor newconfig .
D SL
D esktop D eve lopm en t
N ew D esktopC onfiguration
C M D B
O perationalC onstra in ts
A uthorised R equest
R elease M anagem en t G o L ive?
A uthority to R elease
N ewR eleaseD esk top S upport
R epeatR equest
A dditional W orkstation
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Benefits Of Release Management
• Consistency in the release processes• Better expectation levels• Improved historical data concerning releases• Reduced risk of unauthorized or illegal software
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Possible Release Management Problems
• Initial resistance to change• Circumvention of procedures• Unclear ownership and responsibilities• Pressure to move forward
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Reporting, Reviewing & AuditingManagement Information
Items for reviewing Auditing for compliance
•Number of software change requests made to Release Management
•Percentage of releases giving problems
•Percentage of changes implemented successfully
•Results of reviews and audit checks
•Accuracy of distribution of releases to remote sites
•DSL size matches demand for space
•Unauthorized reversions
•All software versions in use authorized
•Maintenance only performed on software from the DSL
•All records complete and accurate
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Metrics And Management Reports
• Number of major and minor releases per reporting period
• Number of problems in the live environment that can be attributed to new releases
• Number of new, changed and deleted objects introduced by the new release
• Number of releases completed in the agreed timescales
©Pink Elephant Inc., 2001. The contents of this presentation are protected by copyright and cannot be reproduced in any manner. Pink Elephant is a Pink Roccade company.
Further Information About ITIL• Contact Office of Government Commerce in UK• Contact itSMF• Contact Pink Elephant• Internet Resources
– www.ITIL.co.uk– www.itsmf.com– www.pinkelephant.com
©Pink Elephant Inc., 2001. The contents of this presentation are protected by copyright and cannot be reproduced in any manner. Pink Elephant is a Pink Roccade company.
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