13. Service Delivery Vs Service Quality Customers (End Users) Billing HR ‘ n’ … .. Apps . . . DBs Servers N/Ws Apps . . . DBs Servers N/Ws How the Service is Delivered DB Team App Team Middleware N/W Team Server Team How the Technology is Supported 97% 99% 99% 98% 96% SLA Compliance 70% 60% SLA Compliance
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16. Typical Incident Handling A database anomaly is detected by a systems management tool, but it’s one of 100 blinking lights in IT ops. The service desk hasn’t a clue what’s coming. An hour later, application response times are now noticeably impacted. The database issue has grown over the past two hours and is now impacting server performance and the BEA Weblogic app server. Many users, each thinking “maybe it’s just me”, close the app and try again later . Finally, one user’s job is impacted enough to file an incident ticket. The service desk technician has no clue on the source of the problem, just a user complaint. Meanwhile, more incidents roll in on the application, server, BEA, online app. Tickets come into different techs, all firefighting without realizing they’re fighting the same fire… And after a long day of firefighting, no one had time to diagnose the root cause and record as a known error. This history is doomed to repeat another day… It takes an average of 6 end user calls before IT assigns an owner to an incident ?
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22. BMC Solutions Technology – Single Consolidated view of the infrastructure Monitoring Infrastructure BMC ProactiveNet Performance Manager Event Consolidation and Correlation BMC Event Manager Business Impact – Align IT Components to Business Service Service Impact BMC Service Impact Manager
26. Proactive Incident and Problem Management Billing Service End of Quarter Proactive Incident and Problem Management Knowledge Management Known Errors
36. BEM, SIM and BEIM – Cell Technology CELL Event Management Service Impact A1 B3 B2 C1 C2 D1 Raw Technology Events D2 C3 Filtering / Correlation
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39. BMC Impact Explorer – Event Maps Event maps let you group event collectors on arbitrary bitmaps Event details are available in the same view.
40. BMC Impact Explorer - Event views Automatic event classification according to operational needs Remote actions are contextually available in the events pane A menu structure allows for easy grouping of actions Event management options available in the task bar
42. From Technology to Business Impact EVENT FILTERING NORMALIZATION AND ENRICHMENT A2 EVENT CORRELATION B3 B1 C1 C2 C3 C4 D1 D2 D3 E1 E2 A1 + B2 + C2 + D3 + F1 + A1 + D3 + C2 + SERVICE MODELING Customer Orders Inventory Raw Info Business Relevant Info EVENT MANAGEMENT SERVICE IMPACT MANAGEMENT B2 A1 F2 F1
43. SIM in Action Service Model Application Database System Node System Node IT or Business Service Business service 1 Business service 3 Business service 2 Business svc 4 IT COMPONENTS LOGICAL COMPONENTS Enterprise Management Technical events 3. What causes this business resource to be impacted? 2 2. What is the priority of this incident ? 1 1. What is the business impact of this IT failure ?
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47. Value Summary Reduce Support Call Volume Deflect calls by 50% with proactive notifications Reduce L2 & L3 Escalations Impact context increases L1 closure rates by up to 50% Reduce Downtime Rich root causal context and best practice workflows improve time to resolution by up to 50-60% Prioritize Incidents Based on Business Understand business impact and urgency with BMC Service Impact Manager Prevent Service Disruptions Detect and correct system and application problems before they negatively impact business Minimize, Avoid Service Breaches Identify potential problems before they occur with BMC Service Level Management
49. Website: www.vyomlabs.com Email : [email_address] Phone : +91 20 6632 1000 The Complete ITSM Solutions Company
Notes de l'éditeur
ITIL V3 Foundation Course
ITIL V3 Foundation Course
ITIL V3 Foundation Course
ITIL V3 Foundation Course
ITIL V3 Foundation Course
ITIL V3 Foundation Course ITIL V3 Foundation Course CMMI: C apability M aturity M odel I ntegration (CMMI) is a process improvement approach that provides organizations with the essential elements of effective processes. TOGAF: T he O pen G roup A rchitecture F ramework (TOGAF) is a framework for Enterprise Architecture which provides a comprehensive approach to the design, planning, implementation, and governance of an enterprise information architecture. eTOM: The eTOM ( enhanced Telecom Operations Map ) is a guidebook, the most widely used and accepted standard for business processes in the telecommunications industry. Six Sigma: Six Sigma is a business management strategy, originally developed by Motorola , that today enjoys wide-spread application in many sectors of industry. PMBOK: The Project Management Body of Knowledge (PMBOK) is a collection of processes and knowledge areas generally accepted as best practice within the project management discipline. PRINCE2: PRojects IN Controlled Environments (PRINCE) is a project management method SOA: Service oriented architecture SOA describes IT infrastructure which allows different applications to exchange data with one another as they participate in business processes . CobiT: The Control Objectives for Information and related Technology ( COBIT ) is a set of best practices (framework) for information technology (IT) management created by the Information Systems Audit and Control Association (ISACA), and the IT Governance Institute (ITGI) in 1992. M_o_R: (Management of Risk) is part of the Best Practice Guidance portfolio published by the Office of Government Commerce. ISO / IEC 20 000: ISO/IEC 20000 is the first international standard for IT Service Management . SOX: Sarbanes Oxley (SOX) is a US law passed in 2002 to strengthen Corporate governance and restore investor confidence. Act was sponsored by US Senator Paul Sarbanes and US Representative Michael Oxley. ISO/IEC 17799:2005 establishes guidelines and general principles for initiating, implementing, maintaining, and improving information security management in an organization. ISO/IEC 19770-1 is a framework of Software Asset Management (SAM) processes to enable an organization to prove that it is performing software asset management to a standard sufficient to satisfy corporate governance requirements and ensure effective support for IT service management overall.
ITIL V3 Foundation Course
ITIL V3 Foundation Course
ITIL V3 Foundation Course
ITIL V3 Foundation Course
ITIL V3 Foundation Course
ITIL V3 Foundation Course The IT Management industry is consolidating for a reason Point products and silo approaches are part of the problem All major vendors working toward some version of BSM Point solutions lack common architecture Foundation (e.g. CMDB, DSL) Data model Process model Workflow Reporting Which impedes collaboration across silos Technology vs. business service focus Unknown infrastructure dependencies Uncoordinated tasks and data Few KPIs for processes and business services
ITIL V3 Foundation Course
ITIL V3 Foundation Course
ITIL V3 Foundation Course In many IT organization, help desk managers and staff have become more efficient at the things they’ve been traditionally measured on, such as closing out more calls, faster. But those metrics aren’t the only ones, or even the most important ones, for executives to focus on. You may be closing out more tickets, but how many of those incidents could have, or should have, been prevented in the first place? And how many were caught and resolved by IT before the business was affected? The ultimate business metrics for incident and problem management should be around a continuous improvement in reducing the frequency and severity of business disruptions. Let’s take a look at how the service desk, or more accurately, a reactive help desk, typically is forced to operate: An database anomaly grows until detected by a systems management tool, but it’s one of 100 blinking lights. The service desk hasn’t a clue what’s coming. The database issue has grown over the past two hours and is now impacting server performance and the BEA Weblogic app server. An hour later, application response times are now noticeably impacted. Many users, each thinking “maybe it’s just me”, close the app and try again later. Finally, one user’s job is impacted enough to file an incident ticket. The service desk technician has no clue on the source of the problem, just a user complaint. Meanwhile, more incidents roll in on the application, server, BEA, online app. Tickets come into different techs, all firefighting without realizing they’re fighting the same fire…
ITIL V3 Foundation Course
ITIL V3 Foundation Course
ITIL V3 Foundation Course
ITIL V3 Foundation Course
ITIL V3 Foundation Course
ITIL V3 Foundation Course
ITIL V3 Foundation Course
ITIL V3 Foundation Course
ITIL V3 Foundation Course
ITIL V3 Foundation Course Our Proactive Incident and Problem Management solution is a great example of the value you get when you turbo-charge ITIL with BSM. Let’s take a quick look at what we’re delivering in our proactive incident and problem management solution. Management tools such as those from BMC are constantly monitoring various types of infrastructure for anomalies. These are very useful for seeing technical problems quickly and often automating fixes, but by themselves they often cannot determine the business priority or root cause of the problem. <Click> Our business impact solution constantly monitors these different kinds of infrastructure events and, based on a model of how your infrastructure supports your various business services, determines their existing or potential business impact. <Click> When an event reaches is determined to be worthy of immediate attention based on business impact, an intelligent ticket is opened on the service desk which includes not only the priority of the ticket but also the technical and business context. <Click> If there is a service-level agreement, the priority of the ticket may be escalated or downgraded – we’ll talk more about service level management in a moment - This triggers ITIL incident management processes to ensure the right technical resource gets the right information at the right time with the right priority. - The addition of knowledge management not only helps IT staff put their fingers on the right solution quickly and avoid reinventing the wheel, but it also provides a way for business end users to look up and solve many of their more common problems, thus reducing the burden on IT service desk staff. <Click> And perhaps most often overlooked is ITIL problem management. In many IT organization, help desk managers and staff have become more efficient at the things they’ve been traditionally measured on, such as closing out more calls, faster. But those metrics aren’t the only ones, or even the most important ones, for executives to focus on. You may be closing out more tickets, but how many of those incidents could have, or should have, been prevented in the first place? And how many were caught and resolved by IT before the business was affected? The ultimate business metrics for incident and problem management should be around a continuous improvement in reducing the frequency and severity of business disruptions. ITIL: One of the most significant advancements offered by this solution is ITIL Problem Management. (Ask for raise of hands: how many of you would say you are doing some aspects of ITIL problem management? Leave your hands up until you have a no answer to one of these questions. How many are proactively searching and grouping incidents together based on common symptoms and relating them to problems? How many are following a standard process for root cause analysis? How many are maintaining a known error database directly based on that root cause analysis? How many of you are relating known errors to CIs in a CMDB? Unless you still have your hand up, you are not taking advantage of an ITIL Problem Management process. These are all things the BMC solution provides (incident matching and relating to problems, relating to CIs as well as service impact data, known error handling…) We believe this is one of the most exciting and largely untapped areas of ITIL value. Incident management is wonderful, but it’s largely about bandaids. By linking known errors from problem management to our next solution, Closed-Loop Change Management, you’ll have a systematic way to continuously improve the performance and integrity of your IT infrastructure which not only improves business service quality, but also improves IT staff efficiency by preventing incidents in the first place.
ITIL V3 Foundation Course
ITIL V3 Foundation Course This puts the collection methodology into the hands of the user and provides them an opportunity to choose the technology that’s right for their needs without having to sacrifice functionality or simplicity not siginificant, but i beleive in 2.5 you can restart a windows service
ITIL V3 Foundation Course Easy and faster to install, configure, use and upgrade BMC Performance Manager server: central configuration, administration, ad-hoc reporting… Central View – BMC Portal Primarily remote technology based, minimizing resource consumption Lower total cost of ownership Provisioning: expand monitoring to entire enterprise without additional labor or infrastructure costs Lower deployment and upgrade costs: hardware, software… “ BSM ready” management components Provides the building blocks for BSM More commonality and better integration with other critical BSM components and workflow Centralized administration, reporting, SLAs, etc. of your entire IT infrastructure
ITIL V3 Foundation Course
ITIL V3 Foundation Course BMC ProactiveNet Performance Management continuously analyzes and self-learns your environment's normal behavior, and correlates inputs from your existing monitoring agents to automatically generate upper and lower Dynamic Thresholds (i.e., Dynamic Baselining). Looking at the graphic – you can see that performance falls within the range of normal behavior – no alerts should occur. However, a traditional static threshold would generate false alarms (see red Alarm icons) for all of these fluctuations. Note also that if you set static thresholds too high, you will miss important situations that really do impact your availability and performance. Dynamic baselining eliminates the manual effort to maintain static thresholds that ultimately miss important performance issues AND produce false alerts .
ITIL V3 Foundation Course BMC ProactiveNet Performance Management continuously analyzes and self-learns your environment's normal behavior, and correlates inputs from your existing monitoring agents to automatically generate upper and lower Dynamic Thresholds (i.e., Dynamic Baselining). Looking at the graphic – you can see that performance falls within the range of normal behavior – no alerts should occur. However, a traditional static threshold would generate false alarms (see red Alarm icons) for all of these fluctuations. Note also that if you set static thresholds too high, you will miss important situations that really do impact your availability and performance. Dynamic baselining eliminates the manual effort to maintain static thresholds that ultimately miss important performance issues AND produce false alerts .
ITIL V3 Foundation Course Note: This slide can be used instead of the other slide to show prediction. This slide shows a longer lead time.