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ITIL and Service ManagementWilliam ‘Buddy’ Gillespie
Vice President & Chief Technology Officer
John Jacoby
Manager, Data Center Operations
WellSpan Health
York, PA
www.wellspan.org
ITIL and Service Management
The Road to ITIL & Service Management
The Journey
AgendaBackground
Challenges
ITIL
Process
Implementation
Metrics & Measurements
Results/Benefits
Advice to others
WellSpan Health
Geography
Facilities
Staff
Patient Care
IT ChallengesLimited knowledge sharing
Lack of best practices
Declining budgets
Competing priorities
Evolving technologies
Changing business objectives
Business View of ITToo expensive
Difficulty managing projects
Reactive vs. proactive
Lack of business acumen
No value-added
ITIL Best Practice
What is ITIL?
The Information Technology Infrastructure Library-V3.0
Provides a systematic-best practice approach to the delivery of cost effective and quality IT services
Alerts, Exceptions & Changes
-Inquiries-Communication
-Reports and updates
-Availability plan
-Targets / thresholds
-Reports
-AMDB
System Management Tools
IT Infrastructure
-Capacity plan
-Targets / thresholds
-Reports
-CDB
-Financial plan
-Types & models
-Costs & charges
-Budget & forecasts
-IT continuity plan
-BIA & risk analysis
-Define requirements
-Disaster recovery contracts
-Security plans
-Intrusion prevention
-Security event logging
-SLAs, OLAs, SLRs, UCs
-Service catalog
-Requirements, targets, achievements
Source: W. CookUsed with permission.
Service Level Management
Availability Management
Capacity Management
IT Financial Management
IT Service Continuity
Management
Information Security
Management
Customers & Users
ITIL Service Level Management
Service Desk (Function)
Service Support: The Operational Processes
Configuration Management CMDB-CI records & relationships -Entire IT infrastructure -CMDB reports & statistics -Audit reports
-Incidents -Problems -Known Errors -Changes -Releases
-Difficulties
-Questions
-Requests
-Workarounds
-Incident status and updates
-User communications
Incidents
-Service reports
-Incident statistics
-Audit reports
-Trend analysis
-Diagnostic aids
-Problem reports
-Problem statistics
-Problem reviews
-Audit reports
-Process Request for
Changes (RFCs)
-Forward schedule
of changes (FSC)
-CAB minutes
-Change statistics
-Change reviews
-Audit reports
-Release schedule
-DSL & DHS
-Test standards
-Release statistics
-Release reviews
-Audit reports
Customers & Users
Incidents
-RFCs from IT staff,
users, customersNew releases
RFC
RFC
Automated Tools
Source: W. CookUsed with Permission
Incident Management
Problem Management
Change Management
Release Management
The ProcessStart Small
Change Advisory Board
Service Level Agreement
Educate the Staff
Select CMDB toolkit
GoalsImprove quality of our service
Standardize our service delivery…starting with Incident Mgmt
Customers should not recognize a difference in engagement; delivery; commitment or quality between IS teams
GoalsLay the foundation for seamless
support
Standardize all service delivery (incidents) within IS
Prepares us for closer engagement with….BioMed; RIS; Engineering; outside partners
In support of…Home Rads; MSO’s; etc
GoalsIntroduce ITIL/ITSM best practices
into our incident support
Prepare IS management to implement measurable SLA’s with customers when needed
Service Delivery
Four Main Components
Service Catalog (Transition Catalog)
Operational Level Agreements (OLAs)
Underpinning Contracts
Service Level Agreements (SLAs)
CMDB(s)
Service Catalog
Listing of services provided to customer
Can include varying degrees of service (e.g. gold, platinum, bronze, etc.)
Many application catalog entries encompass entire application “platforms.”
Operational Level Agreements (OLAs)
Agreements between respective areas of the I.S. department with each other
Must be able to commit to each other before committing to customer.
Needed to be able to build SLAs
Underpinning ContractsContracts with outside vendors who
provide services I.S. relies on to provide service to customers.
For example, Internet service
If the vendor can’t guarantee 99.999% uptime, then how can I.S.?
Service Level Agreements (SLAs)
Contractual agreement between I.S. and customer(s)
Should include all areas of service requested by customer to fulfill their departmental goals.
Must include penalties for non-compliance to be effective.
Service Level Agreements
Create four “template” SLAs
Home Access
Administrative/Financial
Clinical
Clinical + (for ED, OR, ICU, MSO)
Supporting Documentation
On-Call
Priority Listing
Call Request Transfer Rules
ServiceDesk Training
Production Handoff to HD/OPS
Escalation List and On-Call Schedule
ROI MeasurementsNecessary to ensure compliance (SLA/OLA)
Avg. Turnaround Time
Total # Daily
Customer Surveys
Customer Service Follow-up/Action Plan
Change Order Mgmt & Update Expectations
Processes
Make them work for you
Common understanding of service processes
Define Process goals
Document current processes
Swim lanes
Own your Processes
Procedures
Understand hand-offs
Understand process maturity level
Use process tools for Continual Service Improvement.
Swimlanes eCare IRT – Phase I Assessment & Activation
Cu
sto
me
rC
TO
/ C
IOD
ire
cto
r O
n-
Ca
ll
eC
are
Issu
es
IRT
IT O
pe
ratio
ns
Clinical
Downtime Mode?
IRT Recovery
Report
Confirm Service Restored with
Customer
Sending
System Alert
Messages
(SAM)
As instructed
Y
Apply
Workaround
and validate
N
YEngage in
Mill IRT
Conference
Call
Develop
Workaround
Customer
Impact
determined
Root Cause
identified?
Millennium
Issue
Escalation
IRT
Customers
informed
problem
being
addressed
Inform
Nursing
Informatics
Analysis and
Diagnosis/ May
include others
Engage in
Mill IRT
Conference
Call
N
Customers
informed
problem is
resolved
Other Services
Impacted?
Activate
Phase II
Sending
System Alert
Messages
(SAM)
As instructed
Mill down 30
minutes?
Notify other IRT or
Immediate Support
teams
Resolved?
Y
Report Status
to CTO /CIO
Invoke DR
Mobilization
Plan?
Millennium
Issues
Escalation
(IRT)
N
Initial
Assessment
Downtime MAR
printed at Nursing
Station
Inform
Nursing
Informatics
and LIT
Continue to
Operate with issue
Y
Y
Y
Y
Metrics and Measurement
Technology Metrics
Process Metrics
Service Metrics
Technology Metrics - utilization
Data Center Capacities by Item
70 69
1023
233
386
590
113 103
1218
270
800
1200
Server Racks Cooling (Ton) Electrical
Distribution
UPS Power (KW) Generator (KW) Building Utility (Amp)
Utilization Total Capacity
Technology Metrics - forecasting
0
100
200
300
400
500
600
700
800
Oct-05 Apr-06 Oct-06 Apr-07 Oct-07 Apr-08 Oct-08 Apr-09 Oct-09 Apr-10 Oct-10 Apr-11 Oct-11
KW
Maximum UPS Capacity
Maximum Generator Capacity
Data Center Electrical Capacity
UPS Load
Generator Load
Technology Metrics – Improvement analysis
1.0
1.2
1.4
1.6
1.8
2.0
2.2
Jan-06 Jul-06 Jan-07 Jun-07 Dec-07 Jun-08 Dec-08 Jun-09 Dec-09
PUE = Total Data Center Power / IT Equipment Power
- 2.0 indicates that for every watt of IT power, an additional watt is consumed
to cool and distribute power.
- 1.9 Current trends in Data Center efficiency
- 1.7 Better Practices, Improved Operations
- 1.3 Best Practices and Advanced Efficiency Solutions
- 1.2 State of the Art and exotic design, equipment and operation
Source: EPA Estimated PUE Values in 2011
Current Trends
Better Practices
Best Practice
Data Center - Power Usage Efficiency (PUE)
Technology Metrics – Availability
Server Downtime Catagories
0
20
40
60
80
100
120
140
160
180
200
Mar-06 Jul-06 Nov-06 Mar-07 Jul-07 Nov-07 Mar-08 Jul-08 Nov-08 Mar-09 Jul-09 Nov-09
Scheduled Server Downtime
Unscheduled Server Downtime
Technology Metrics – big pictureAvailability and Growth
Server Downtime against Server Count
0
100
200
300
400
500
600
700
800
900
Mar-06 Jul-06 Nov-06 Mar-07 Jul-07 Nov-07 Mar-08 Jul-08 Nov-08 Mar-09 Jul-09 Nov-09
Server Count
Scheduled Server Downtime
Unscheduled Server Downtime
Technology Metrics – big picture Availability and Growth analysis
Server Downtime against Server Count - 2 axis
0
20
40
60
80
100
120
140
160
180
200
Mar-06 Sep-06 Mar-07 Sep-07 Mar-08 Sep-08 Mar-09 Sep-09
0
100
200
300
400
500
600
700
800
900
Server Count
Scheduled Server Downtime
Unscheduled Server Downtime
Process Metrics – volume/valueWorkload Jobs by month
0
5000
10000
15000
20000
25000
30000
35000
40000
45000
50000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov
Total Started
Process Metrics - QualityPercentage based on jobs started - Nov
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
11-01-2009
11-02-2009
11-03-2009
11-04-2009
11-05-2009
11-06-2009
11-07-2009
11-08-2009
11-09-2009
11-10-2009
11-11-2009
11-12-2009
11-13-2009
11-14-2009
11-15-2009
11-16-2009
11-17-2009
11-18-2009
11-19-2009
11-20-2009
11-21-2009
11-22-2009
11-23-2009
11-24-2009
11-25-2009
11-26-2009
11-27-2009
11-28-2009
11-29-2009
11-30-2009
Failed Canceled Manual
Process Metrics - Compliance
2009 Scheduling Practices for Change Notices
0
20
40
60
80
100
120
140
Jan-09 Feb-09 Mar-09 Apr-09 May-09 Jun-09 Jul-09 Aug-09 Sep-09 Oct-09 Nov-09 Dec-09
Emergency Scheduled Unscheduled
Process Metrics - Quality
Year 2009 Change Notices - Successful/Unsuccessful
-10
5
20
35
50
65
80
95
110
125
140
155
170
185
200
215
Jan-09
Feb-09
Mar-09
Apr-09
May-09
Jun-09
Jul-09
Aug-09
Sep-09
Oct-09
Nov-09
Dec-09
Successful CN Unsuccessful CN
Service Metrics – Time to delivery
Run Times for: Bill Run - Eclipsys
0
60
120
180
240
300
360
420
480
540
600
660
720
780
840
1/1/
2003
4/1/
2003
7/1/
2003
10/1
/200
3
1/1/
2004
4/1/
2004
7/1/
2004
10/1
/200
4
1/1/
2005
4/1/
2005
7/1/
2005
10/1
/200
5
1/1/
2006
4/1/
2006
7/1/
2006
10/1
/200
6
1/1/
2007
4/1/
2007
7/1/
2007
10/1
/200
7
1/1/
2008
4/1/
2008
7/1/
2008
10/1
/200
8
1/1/
2009
4/1/
2009
7/1/
2009
10/1
/200
9
1/1/
2010
Date
Ela
pse
d T
ime
(Min
ute
s)
Next StepsOLA’s
Approve and implement updated OLA docs
– IS On-call policy
– IS Common expectations
–Service Desk Incident Objectives (in place)
Service Catalog & Underpinning Contracts
Next StepsSelect CMDB Toolkit & Collect CI
Information
Continue ITIL Foundations Training
Integrate ITIL Best Practice with PMO
Collaborate with Finance Department on ITIL Financial Management Best Practice
Advice
Educate the Staff/Get Buy-in
Take small bites of the elephant
Send a consistent message
Celebrate successes
Repeat all of the above
Success Story
" Embracing ITIL as a methodology has allowed our organization to reap the time and cost reduction benefits of re-engineered and streamlined processes. Empowering the staff to constructively question the usefulness or integrity of processes that they use to regularly perform their jobs has greatly enhanced our resource's contributions to the success of the ISC Computer Operations department."
Donna M. ManleyIT Sr. DirectorUniversity of Pennsylvania
Another Perspective
Thank You!
William ‘Buddy’ Gillespie
Vice President and Chief Technology Officer
www.wellspan.org
William ‘Buddy’ Gillespie
Vice President and Chief Technology Officer
www.wellspan.org