Taking Control of the Data Centre: IT Service Management Solutions Neil Buckley 22 nd November 2007

Transcription

1 Taking Control of the Data Centre: IT Service Management Solutions Neil Buckley 22 nd November 2007

2 Introduction MD of Paradigm ITSM, a Service Management consultancy specialising in service improvement and transformation. Company was founded in 2005 by Neil Buckley and Simon Slater both IT/Operations professionals Over 15 years Operational Management experience managed teams of 100+ staff Responsibility for all aspects of Data Centre management: capacity, security, staffing etc. Extensive knowledge of working within hosting environments Responsible for Data Centre/Operational Management for organisations such as Siemens, Walt Disney, DHL, Cable and Wireless and Exodus Internet Proven track record in turning around poorly performing Operations teams using best practice methods

3 ITIL What is it? Continual Service Improvement Service Design CSI Service Transition Service Strategy Service Operation CSI Service Strategy Policies and objectives Service Design, Transition, Operation phases CSI Progressive stages that represent change & transformation New and changed services People, Processes, Technology Learning and improvement It s a lifecycle thing!

4 Understanding Service The customer has expectations You need resources to meet them Things will go wrong Change is natural Best Practice can help...not solve Get into the groove avoid the rut!!! Look for experience, common sense and hard work too People Process Tools Partners I Did ITIL And It Didn t Work!!! A set of disciplines that allows you to develop and deliver high quality IT services

5 How We Can Help Some of the common reasons: My customer has demanded some improvement I want to save money apparently best practice can help? I need to demonstrate the value of the IT infrastructure to my customers My boss is making me do this no idea why I am an enlightened DC Manager and I want to improve the IT delivery (before my boss makes me do it!) Times are hard and I need to provide better service with less resource I want to implement ITIL! The business needs to achieve and adhere to certain standards

6 Key Challenges for Change To bridge the gap between technology and service and view the environment in a way that is tangible to the audience To manage the current people, processes and tools effectively while bringing about Change To know where to start what to do first? To understand what your services are and how they are provided to the customer getting the basics right To understand how the infrastructure components - including the environment - transform to service elements To manage the services and demonstrate value and accountability To demonstrate the current value in order to gain business support: To know how well you are doing and measure improvement over time Legacies Operational, Organisational and Personal.

7 Approach Assess Independent assessment of Service Management capabilities (3 levels) Use as base line throughout project lifecycle Ongoing activity at the end of each phase of the transformation plan. Architect Work with client to design and build effective process(es) Design an overall service framework encompassing tools, organisational structure, transformation plan and agreed critical success factors (CSFs) SLAs/OLAs and contract alignments as required Establish Embed the proposed changes into an organisation (carry out training, awareness, workshops to drive change)

8 Approach Establish Embed the proposed changes into an organisation (carry out training, awareness, workshops to drive change) Educate Offer training courses to inform and educate employees about best practice and how it affects their specific role

9 Typical Approach

10 A Real Example.

11 How you Take Control Break CSIP into chunks that deliver tangible improvement Get the business to think in terms of value not cost. Keep targets sensible, deploy processes and change in phases that can be managed effectively Keep it fluid and agile manage not control Do the basics physical access, DC appearance, access security vs. accessibility, backups and monitoring Commit and deliver Get help from people who know

12 Setting A Capability Base Line Carry out and end to end Operational Capability Assessment Resources Ownership, TRUST Roles Leadership Organisation Communication Service Perception Culture Service Management Process Maturity (ITIL, MOF, Bespoke) and ISO gap analysis Bespoke processes Business processes Process Partners Tools Advice and Guidance DC Operational Experience Monitoring Knowledge Management. Measurement. Service Management Infrastructure What are the services and how are they delivered? Service Contracts SLA and OLA review (Internal and External) Service Framework Strategy

13 Delivery Planning

14 Service Infrastructure Stabilisation Rebuilding trust in the service Objective 1: Understand and manage the service elements with DC Quick wins! Configuration and Asset Management Infrastructure Management Project Delivery Interfaces Define roles, responsibilities, accountability and ownership Integrated service and environmental management processes Wider tactical approaches Information and communication Objective 2: Stabilise the service by managing change effectively within DC Change Management Release Management Project Delivery Interfaces

15 Improving the Reactive Service Regaining trust in the service Objective 1: To demonstrate repeatable improvement in reducing service impact Incident management Continued organisation alignment move, change or train? Improve the customer experience and the operational touch points Define and establish tools to support the processes Communication processes Ongoing tactical approaches Objective 2: To begin to transform the service organisation from reactive to predominantly proactive Problem Management Enhanced organisation and roles/responsibilities Knowledge Management and the SMDB Service reporting

16 Improving the Proactive Service Building on a trusted service Objective 1: To demonstrate a service culture that can understand and scale to meet the customer requirements Infrastructure to service mapping Integrated tools and processes Fully aligned service organisation Design and establish processes to manage a service availability and capacity Tools that show information that caters for the audience Defined end-to-end services, SLAs, OLAs Objective 2: To implement effective service delivery management and demonstrate service value Enhanced service reporting Supplier management Financial management Service reporting and Service Delivery Management

17 Pearls of Wisdom Keep targets sensible win trust Phased approach IT and FM as a single functional unit. Don t be afraid to modify your plan The balance of Information vs. Usability Establish, Don t Inflict! Keep communicating how and what you are doing and why! A solid and stable foundation makes it easy to build your reactive and proactive processes upon Use people who understand the relationships between IT and the Data Centre environment Focus your end goal toward service not best practice by doing what s right for your environment. Service Management is a single process avoid process and governance silos.

18 The Integrated Service View People Process Tools Partners

19 More Pearls of Wisdom You can t implement ITIL it s not a product Don t follow blindly you need to adapt and adopt Rules are for the obedience of fools and the guidance of wise men. Oscar Wilde

20 More Pearls of Wisdom Don t underestimate the commitment the people factors the cost/timescale You have my full commitment.. Apart from money, time resources and attention and just so long as I don t have to be involved Change the people or change the people Continuing improvement To improve is to change. To be perfect is to change often. Winston Churchill

21 Case Study Client: One of the UK s leading media organisations Offices worldwide Division employed 75 IT staff supporting an infrastructure of 1000 servers Challenge: A large number of fairly satisfied external customers to support A significant number of fairly dissatisfied internal clients to support overall perception amongst these customers was that service was poor and not improving Trust and Confidence had been lost

22 Case Study The Results: Number of incidents dealt with successfully rose from 65% to 96% in 9 months 300% increase in workflow with only 25% increase in staff Operations Director stated that Service Management had turned a problem area into a flagship Operational Division.

23 Summary Create strong foundations: This is a business issue! Good processes, people and tools Right culture Accessible information at all levels Documentation and management Get in on with SDM/FM ITIL and ISO / IEC provide a solid framework for developing an appropriate solution

24 Thank you for listening Paradigm IT Stability with Agility