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Service Design (Service Design Packages (Parts of the SDP (Business…

- - - - Fit for purpose
  - - - Fit for use
    - - Capacity
      - Security
      - Availability
      - Service continuity
      - Help desk support
      - Etc…
  - - - Definition of the service
      - Hardware, software, applications, tools, networks, and other components of the service
      - All relevant documentation
      - Processes, metrics and measurements,
        and reports
      - Supporting services and products
  - - - Finance
      - Technology
      - Resources
      - Skill sets of employees or providers
      - Capability of a supplier
- - - - Written agreement between IT service provider and customer providing the key service targets and responsibilities of both parties
      - Formal document but not necessarily a
        written contract
      - Contains clear, concise language and
        both parties agree on the contents
    - - Underpinning written agreement between two elements of the service provider organization regarding key service targets and responsibilities of both parties for the services being supported
      - Like an SLA but only for use within the service provider’s own organization
    - - Legally binding agreement that conforms to contract law and organizational contract policy
      - Written in “legalese” for the lawyers
      - Negotiated by Supplier Management
  - - - Monthly
        
        Service Manager and Customer Management
      - Quarterly
        
        Service Owner and Customer’s equivalent
      - Annually
        
        Top-level management level
    - - Stoplight Charts
      - Red-Amber-Green (RAG)
  - - - Each service has its own SLA regardless of the
        number of customers using it
    - - Each customer has its own SLA regardless of the
        number of services supporting them
    - - Comprised of a common “Corporate-layer”, then
        “customer-layer”, then “service-layer” SLAs
      - Most commonly utilized
    - - Type I SLA
        
        Between internal service provider and
        internal customers
      - Type II SLA
        
        Between Type I service provider and Type II service provider under the same business organization
      - Type III SLA
        
        Contractual SLAs as an appendix to a
        business contract
        
        Part of larger contrac
- - - - Aligns capacity management to business plans and strategy
      - Translates requirements into services and infrastructure
      - Coordinates with Business Relationship Management
    - - Ensures services underpin the business processes and outcomes
      - Focuses on end-to-end performance of operational services and workloads
      - Coordinates with Service Portfolio Management
    - - Ensures appropriate understanding of the technical components in the infrastructure
      - Employs data analysis techniques to get maximum value from components
      - Coordinates with Configuration Management to ensure optimal configurations are utilized
  - - - Details current and historic utilization level and performance
      - Forecasts the capacity changes for needed to support future requirements
      - List of assumptions used
      - Costed list of recommendations
    - - IT Directors use the Capacity Plan
        when making service decisions
      - Balancing act
        
        Supply vs Demand
        
        Cost vs Resources
      - Questions to consider
        
        Can my current infrastructure support a new service?
        
        Do I need to buy more infrastructure to support a new service?
- - - - Ability of a service to perform its agreed-upon and documented function, as required
      - Two Types of Availability
        
        Service Availability
        
        Focused on end-to-end service that is
        experienced by the end user or customer
        
        Component Availability
        
        Focused on each individual piece that together provides the end-to-end experience
    - - How long the service or component can function without interruption
      - How long until it breaks?
      - Adding redundancy and resilience helps the reliability
    - - How quickly and effectively can a service or component return to functionality after a failure
      - How long until it is back to normal?
    - - What is the ability of a supplier (thirdparty) to provide their contractual targets for availability, reliability, and maintainability?
      - Serviceability is how well a contractor can achieve the performance of a promised service
- - - - What are we going to measure?
      - How are we going to measure it?
      - How often are we going to measure?
- - - - Initiation
        
        In coordination with Business Continuity Management (BCM), ITSCM helps to take action to…
        
        Agree on a policy
        
        Set the scope
        
        Form a project
        
        Get resources for the project
      - Requirements and Strategy
        
        Conduct a business impact analysis with the customer
        
        Determine critical business services
        
        Determine critical business services
        
        Consider possible events
        
        Develop a plan for the events
      - Implementation
        
        Execute the plan
        
        Introduce the risk mitigation steps and award disaster recovery contracts
        
        Publish your plan
        
        Test you plan
      - Ongoing Operation
        
        Keep the plan updated
        
        Train your staff on the plan
        
        Test the plan periodically
        
        SO 22301 is the international standard
        for Business Continuity Management
- - - - Percentages are most common, but not always the best indicator of availability
      - How many lost man-hours due to network downtime?
      - How much money was lost since then e-commerce server was down?
- - - - Identify all the resources and capabilities that enable your services and determine where risk lies
        
        Single points of failure
        
        Poor skills
        
        Unreliable sources
    - - Analyze the vulnerabilities identified and measure them
      - Determine the impact of the likely outcomes if the vulnerabilities are realized
      - Prioritize the vulnerabilities
      - Ensure you identify the vital business functions
    - - Three options to manage risk
        
        Remove or Avoid
        
        Mitigate
        
        Accept
- - - - Strategic Suppliers
        
        Involves senior managers and sharing of confidential long-term plans
      - Tactical Suppliers
        
        Involves significant commercial activity and business interaction
      - Operational Suppliers
        
        Involves supply of operational services
      - Commodity Suppliers
        
        Involves provision of low-value products