What's the difference between a hub, a switch,a bridge,a repeater and a router?
Hubs
A hub is typically the least expensive, least intelligent, and least complicated of the three.
It's job is very simple - anything that comes in one port is sent out to the others.
Hub: Layer 1device, just a multi-port repeater and works on physical layer
Switches
A switch does essentially what a hub does, but more efficiently.
By paying attention to the traffic that comes across it, it can "learn" where particular addresses are.
Switch: Layer 2 device, can work on data link layer
Routers
A router is the smartest and most complicated.
a router operates exactly as a switch, learning the location of the computers on its connections and routing traffic only to those computers
Router: Layer 3 device, can work on physical, data and network layer
Bridge
Bridge: Layer 2 device, can work on data link layer.
Switches, and Routers, and Hubs! Oh my!
http://www.youtube.com/watch?v=reXS_e3fTAk&feature=related
1- What is the difference between a hub and a switch?
In the case of a hub, it broadcasts all data to every port. This can make for serious security and reliability concerns, as well as cause a number of collisions to occur on the network. Switches on the other hand create connections dynamically, so that usually only the requesting port can receive the information destined for it.
ITIL is the most widely adopted approach for IT Service Management
The ITIL best practices provide a systematic and professional approach to the management of IT services, enabling organisations to deliver appropriate services and continually ensure they are meeting business goals and delivering benefits.
Adopting ITIL can offer users a huge range of benefits that include:
improved IT services
reduced costs
improved customer satisfaction through a more professional approach to service delivery
improved productivity
improved use of skills and experience
improved delivery of third party service.
The Information Technology Infrastructure Library (ITIL), is a set of good practices for IT service management (ITSM) that focuses on aligning IT services with the needs of business.
According to ITIL best practices, companies should have one service desk function/department with an overall framework consisting of 10 processes:
Incident management.
Problem management.
Change management.
Release management.
Configuration management.
Service-level management.
Financial management.
IT service continuity management.
Availability management.
Capacity management.
ITIL is not explicitly opposed to Agile and DevOps. The Service Design volume supports iterative and incremental design, and mentions Agile and XP. And Service Strategy, with its strong grounding in current management theory, mentions the need for continual feedback between the ITIL service lifecycle stages (Strategy, Design, Transition, Operations, Improvement).
What is ITIL really saying? I find that the overall ITIL narrative is still sequential, plan-centric, and deterministic.
We should first analytically determine a service strategy and charter the service.
Then create a detailed Service Design Package, and organize resources into development projects that are designed, executed and transitioned in a high-ceremony fashion to operations (as a discrete function).
And when that’s done, continual service improvement can start.
We ensure that everything is documented, and we assume that organizational resources are available and capable of generating and consuming this documentation.
Even with sporadic mentions of Agile and feedback, the deep, repeated narrative is one of planning, control, and documentation.
These anecdotes point out the most fundamental problems with ITIL: its failure to address the critical importance of managing work in process, batch sizes, fast feedback, multitasking, and queues (e.g. processes), resulting in gridlock.
The overall ITIL takeaway is that
The IT pipeline consists of large batches of accurately planned work transitioned between strategy, development, and operations;
Process solves your problems. ITIL enumerates 26, plus the queues implicit in formalized “services” in the catalog;
Multi-tasking and context switching are not concerns with respect to enterprise IT processes; Risk is mitigated through planning and documentation
ITIL is clear that one does not implement the full set of 26 ITIL processes just because they are in ITIL.But ITIL’s guidance on exactly HOW one might decide which processes to implement is, again, very sequential.
Radical interventions, such as “get rid of all processes,” would be as unwise as going back to the bad old days of last-minute, large-scale release integrations.
https://www.bmc.com/blogs/itil-and-devops-lets-not-paper-over-the-differences/
A challenge that many global IT organizations face is, How do we adhere to ITIL processes while teams transform into agile/DevOps way of working? In other words, how do we manage the two seemingly conflicting goals from two different IT organizations, one focusing on the agility of the development and measuring the success of the projects by their throughput time and the other measuring the success by the quality?
We formed a scrum team to address this problem with the theme, “Simplify and automate, keeping the focus on quality, velocity and productivity.” The scrum team had change management process owners and the representatives from all the development technologies. The chart below summarizes the steps followed.
The focus was to demystify the myths about agile as well as ITIL change management processes. At a glance, processes look incompatible with Agile, but the goals are the same. Both aim to add business value incrementally in a continuous manner without disrupting the operations. They are not contradictory but complimentary.
While ITSM delivered via ITIL persists, what has emerged in some organizations – often as a backlash to heavyweight ITSM processes – is DevOps.
However, people sometimes forget that DevOps has a very specific scope in software delivery. And not necessarily all software. It relates to applications where speed makes a difference to the business. ITIL is much broader than that and there is still a need to manage services, handle incidents and create service desks that provide great support. So, it’s not about throwing out years of proven and evolving practices in favour of DevOps which is still evolving itself.
It’s not either ITIL or DevOps; they are complementary. ITSM professionals need to understand DevOps and how service management can be adapted to enable and support DevOps because its promise is awesome. To remain competitive businesses need what both ITSM and DevOps have to offer.
https://www.axelos.com/news/blogs/july-2018/itsm-itil-and-devops-an-education-process
DevOps vs. ITSM: Which side are you on?
In the IT industry, we often hear such varying opinions around DevOps and IT Service Management. These concepts are typically pitched against each other, as an ‘either/or’ decision. – so we either are an ITIL or a DevOps house
Do we really need to pick a side? To the contrary, we need both. We’re talking about complementary, not competitive boxes. We need to be able to work smarter and quicker, but we also still need process and control.
Misconceptions
1. DevOps can replace ITSM – there’s no need for Services and Ops. However we see these processes, they represent the key elements of Service Management. They are essential business functions that can’t be ignored.
2. DevOps is entirely about continuous development, integration, and automated delivery
3. ITIL/ITSM involves heavy, onerous documentation and process
4. ITSM/ITIL is only practiced by large enterprise organizations.
https://www.atlassian.com/it-unplugged/devops/devops-vs-itsm-its-not-either-or
ITIL vs COBIT
What about COBIT? COBIT stands for Control OBjective of Information and related Technology.
It is a guideline for the management of IT, including input, process, output, and process control.
What relationship between ITIL and COBIT?
ITIL is a best practice or IT management ways to achieve organizational objectives whereas by COBIT you can set the objective to be achieved by an organization in providing IT services.
For simplicity, you can use word "What" to COBIT and "How" to ITIL. It means What the objective? You can answer this question by COBIT. How do we perform to achieve the objective? You can answer this question by ITIL. http://myitiltutorial.blogspot.com/
ITIL Organizational structure
the Incident Manager role has responsibility to coordinate the handling of the incident such as disruption of IT services. While the role Incident Support Group is looking for a solution and resolution activity to normalize the incident.
In general, ITIL provides freedom for the organization to map each role within the ITIL on existing positions in organization structure.
an IT Helpdesk Manager could be the most appropriate position to hold the Incident Manager role in an organization. http://myitiltutorial.blogspot.com/
ISO/IEC 20000
ISO/IEC 20000 is the first international standard for IT service management.It is based on and intended to supersede the earlier BS 15000 that was developed by BSI Group.
originally developed to reflect best practice guidance contained within the ITIL (Information Technology Infrastructure Library) framework (reference needed), although it equally supports other IT service management frameworks and approaches including Microsoft Operations Framework and components of ISACA's COBIT framework.
https://en.wikipedia.org/wiki/ISO/IEC_20000
Business Information Services Library
Business Information Services Library (BiSL), previously known as Business Information Service Management Library, is a framework used for information management.
The framework describes a standard for processes within business information management at the strategy, management and operations level.BiSL is closely related to the ITIL and ASL framework, yet the main difference between these frameworks is that ITIL and ASL focus on the supply side of information (the purpose of an IT organisation), whereas BiSL focuses on the demand side (arising from the end-user organisation)
http://en.wikipedia.org/wiki/Business_Information_Services_Library
Systems Development Life Cycle
The systems development life cycle (SDLC), or software development process in systems engineering, information systems and software engineering, is a process of creating or altering information systems, and the models and methodologies that people use to develop these systems.
In software engineering, the SDLC concept underpins many kinds of software development methodologies.
These methodologies form the framework for planning and controlling the creation of an information system:the software development process.
Systems analysis and design
The Systems Analysis and Design (SAD) is the process of developing Information Systems (IS) that effectively use hardware, software, data, processes, and people to support the company's businesses objectives
The SDLC process was designed to ensure end-state solutions meet user requirements in support of business strategic goals and objectives.
In addition, the SDLC also provides a detailed guide to help Program Managers with ALL aspects of IT system development, regardless of the system size and scope. The SDLC contains a comprehensive checklist of the rules and regulations governing IT systems, and is one way to ensure system developers comply with all applicable Government regulations, because the consequences of not doing so are high and wide ranging
The seven-step process contains a procedural checklist and the systematic progression required to evolve an IT system from conception to disposition
1. Conceptual Planning.
2. Planning and Requirements Definition
3. Design
4. Development and Testing
5. Implementation
6. Operations and Maintenance
7. Disposition
http://c2.com/cgi/wiki?SystemsDevelopmentLifeCycle
Compliance Risk
Compliance risk is defined as the risk of legal sanctions, material financial loss, or loss to reputation the Bank may suffer as a result of its failure to comply with laws, its own regulations, code of conduct, and standards of best/good practice.
Operational Risk Operational risk is defined as the risk of loss resulting from inadequate or failed internal processes, people and systems or from external events. The definition includes legal risk but excludes strategic and reputational risk.
http://www.etdb.org/content/operationalandcomplianceriskmanagement
The system development life cycle is the overall process of developing, implementing,and retiring information systems through a multistep process from initiation, analysis,design, implementation, and maintenance to disposal.
Initiation Phase: During the initiation phase, the organization establishes the need for a system and documents its purpose.
Development/Acquisition Phase: During this phase, the system is designed, purchased, programmed, developed, or otherwise constructed
Implementation Phase. In the implementation phase, the organization configures and enables system security features, tests the functionality of these features, installs or implements the system, and obtains a formal authorization to operate the system.
Operations/Maintenance Phase. In this phase, systems and products are in place and operating, enhancements and/or modifications to the system are developed and tested, and hardware and software components are added or replaced.
Disposal Phase. In this phase, plans are developed for discarding system information, hardware, and software and making the transition to a new system. The information, hardware, and software may be moved to another system, archived, discarded, or destroyed. If performed improperly, the disposal phase can result in the unauthorized disclosure of sensitive data. When archiving information, organizations should consider the need for and the methods for future retrieval.
Not every project will require that the phases be sequentially executed. However, the phases are interdependent. Depending upon the size and complexity of the project,phases may be combined or may overlap
Security Considerations in the System Development Life Cycle
The National Institute of Standards and Technology (NIST) Special Publication (SP) 800-64, Security Considerations in the System Development Life Cycle,
has been developed to assist federal government agencies in integrating essential information technology (IT) security steps into their established IT system development
life cycle (SDLC).
http://nvlpubs.nist.gov/nistpubs/Legacy/SP/nistspecialpublication800-64r2.pdf
Governance
The systems and processes concerned with ensuring the overall direction, effectiveness, supervision and accountability of an organization
Management–The act of directing and controlling a group of people for the purpose of coordinating and harmonizing the group toward accomplishing a goal beyond the scope of individual effort
Governance is about vision and organizational direction as opposed to day-to-day management and implementation of policy and programs.
https://www.inphilanthropy.org/sites/default/files/resources/Crucial%20Difference%20Between%20Governance%20%26%20Management-AKT%20LLP-2011.pdf
The governing body must govern; that is, it must provide leadership and strategy and must focus on the 'big picture'. Governance is about planning the framework for work and ensuring it is done. As such, it is distinct from management (organising the work) and operations (doing the work). As far as possible, the governing body should therefore steer clear from making managerial decisions and getting involved in the day-to-day implementation of strategy.
Governance can be said to be representing the owners, or the interest group of people, who represent a firm, company or any institution. Governance represents the will of these interest groups who manage the company. Governance consists of a governing body, which directs the management on all aspects of a company. It is the governing body that oversees the overall function of an organization.
Management comes only second to the governing body, and they are bound to strive as per the wishes of the governing body.
Governance can be said to set the right policy and procedures for ensuring that things are done in a proper way. On the contrary, management is all about doing things in the proper way.
The responsibilities between governance and management also differ. The responsibilities of governance include choosing top executives, evaluating their performance, authorizing plans/commitments and evaluating the organization’s performance. On the other hand, management has the responsibility for managing and enhancing the overall performance of the organization. Management has the responsibility to implement the systems of governance.
While governance pertains to the vision of an organization, and translation of the vision into policy, management is all about making decisions for implementing the policies.
While board of directors form the core of governance, managers and executives form part of the management.
http://www.differencebetween.net/business/difference-between-management-and-governance/
ITIL Basics 1
Service Support is interested in daily operations and short-term process
Service Delivery requires long-term planning
Service Level Management
activities planning and reporting on SLAs
SLA
managing the relationship between service provider and customer
SLA is a primary tool for Service Level Management
SLA enquires quality focus
A written agreement documenting the required levels of service.
The SLA is agreed on by the IT service provider and the business, or the IT service provider and a third-party provider. A service-level agreement (SLA) is a contractual agreement outlining a specific service commitment made between contract parties -- a service provider and its customer
Service Level Agreement (SLA) is an agreement between two parties regarding a particular service. Apparently, SLA must contain quantitative measurements that:
Represent a desired and mutually agreed state of a service
Provide additional boundaries of a service scope (in addition to the agreement itself)
Describe agreed and guaranteed minimal service performance
On the other hand Key Performance Indicators (KPIs) are metrics that target service providers organization objectives – both tactical and strategic. Usually, these metrics are used to measure:
Efficiency and effectiveness of a service
Service operation status.
Let us take a few examples that outline the differences. Consider a help desk service.
SLA examples (for a particular customer): reaction time, resolution time, compliance to agreed deadlines
KPI examples (organization or service oriented): average reaction time for all customers, service desk employee load, incoming ticket volume trend, required capacity to fulfil SLA promises to customers
Using SLA and KPI
Service level agreements and key performance indicators are closely related, but clearly different. An SLA is forward-looking, while KPIs focus on past performance. Your SLA will set benchmarks ahead of time for you to measure performance in the near future. The KPIs you choose will measure the performance of your business against those benchmarks as time passes. Your SLA could even specify which performance indicators will be used.
https://yourbusiness.azcentral.com/sla-vs-kpi-16559.html
A service level target is a key element of a service level agreement between you as a service provider and an end user customer. Service level targets measure your performance as a service provider and are designed to avoid disputes between the two parties based on the misunderstanding.
Example: Service Level Targets The incidents have a response duration target of three days and a response compliance target of 95%. This means that if the service provider responds to both of these incidents in three days or less, they meet the response duration target. If they meet the response duration target at least 90% of the time, they meet the response compliance target and the incident response service level target is considered to be in compliance. The incidents have a resolution duration target of five days and a resolution compliance target of 90%. This means that if the service provider resolves both of these incidents in five days or less, they meet the resolution duration target. If they meet the resolution duration target at least 90% of the time, they meet the resolution compliance target and the incident resolution service level target is considered to be in compliance. The service request has a delivery duration target of five days. This means that if the service provider can deliver the service request in five days or less, they meet the delivery duration target. If they meet the delivery duration target at least 90% of the time, they meet the compliance target and the service request delivery service level target is considered to be in compliance.
The service level agreement has an overall compliance target that is inherited from the service level package. This target is evaluated using all met and not met data from the duration targets.
This example is based on two incidents and one service request, which were all submitted by a single organization and are all covered under the same service level agreement.
Each SLO corresponds with a single performance characteristic relevant to the delivery of an overall service. Some examples of SLOs would include: system availability, help desk incident resolution time and application response time. http://expertanswercenter.techtarget.com/eac/knowledgebaseAnswer/0,295199,sid63_gci1175490,00.html
A service level objective (SLO) is a key element of a service level agreement (SLA) between a service provider and a customer.
SLOs are agreed as a means of measuring the performance of the Service Provider
SLOs are outlined as a way of avoiding disputes between the two parties based on misunderstanding
The SLA is the entire agreement that specifies what service is to be provided
SLOs are specific measurable characteristics of the SLA such as availability, throughput, frequency, response time, or quality.
The term SLO is deprecated in ITIL V3 to Service Level Target
Ishikawa diagrams (also called fishbone diagrams, herringbone diagrams, cause-and-effect diagrams, or Fishikawa) are causal diagrams created by Kaoru Ishikawa (1968) that show the causes of a specific event
Common uses of the Ishikawa diagram are product design and quality defect prevention, to identify potential factors causing an overall effect
http://en.wikipedia.org/wiki/Ishikawa_diagram
Fishing For Solutions: Ishikawa
anyone with IT Infrastructure Library® (ITIL®) certification has heard of Ishikawa or "fishbone" diagrams, usually in the context of Problem Management. Aside from knowing it is a root-cause analysis tool, most have no idea how to use it.
An Ishikawa diagram is a graphical method for root cause analysis. First documented by Kaoru Ishikawa in the 1960s, it is used to this day as a cornerstone of continuous service improvement. Because of its shape, it is also known as the fishbone diagram. Another name for this technique is cause-and-effect diagramming
Kepner Tregoe decision making is a structured methodology for gathering information and prioritizing and evaluating it.
There are four basic steps when decision making Kepner Tregoe style:
Situation appraisal - is used to clarify the situation, outline concerns and choose a direction
Problem analysis - here the problem is defined and it's root cause determined
Decision analysis - alternatives are identified and a risk analysis done for each
Potential problem analysis - the best of the alternatives is further scrutinized against potential problems and negative consequences and actions are proposed to minimize the risk.
The IT Infrastructure Library™ (ITIL®) describes the steps of the root cause analysis method called Kepner-Tregoe - Define and Describe the Problem, Establish possible causes, Test the most probable cause, and Verify the true cause.
The ITIL mentions Kepner-Tregoe, but does not give enough detail to use it to solve difficult problems.
The ITIL v3 framework describes a service as “a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks.”
There are three assumptions implicit in this service definition.
IT organizations provide IT services that provide outcomes (end results) the customer desires
Service delivery produces positive results (value) for the customer
An IT organization (not the customer) owns the service and is responsible for its delivery
What types of IT services are there?
general IT service categories.
Business process services for performing repeatable activities that achieve a concrete goal for the customer. IT business process services usually follow a process that has specific starting and ending points, such as entering orders, running on-demand processes, or updating employee information.
IT skill services that use internal or external IT resources to design, build, or run a service for the customer, including programming, trouble-shooting, installing, and operating the service.
Application services, including installing, configuring, and providing access to applications.
Infrastructure services, such as building, maintaining, and configuring network infrastructure components (ex., file servers, Web servers, telecommunication lines) for accessing applications or other services
How ITIL service delivery evolved
In ITIL v2, IT service management was separated into two core disciplines:
Service support which includes service desk and incident management, problem management, change management, release management, and configuration managemen
Service delivery which includes service level management, capacity management, contingency planning, availability management, and IT financial management
In ITIL v2, service delivery is a separate discipline from service support.
The idea of service delivery evolved in ITIL v3 (the latest standard) with the introduction of the IT service lifecycle that focuses on these five core areas
Service strategy
Service design
Service transition
Service operation
Continual service improvement
ITIL service delivery occurs when an IT organization performs an IT service for a customer (business process, IT skills, application, or infrastructure service) that the customer values and desires and that the customer cannot or does not want to own and perform itself. Services are designed, deployed, delivered, improved, and retired by using the ITIL v3 service lifecycle.
https://www.bmc.com/blogs/itil-service-delivery/
Incident
Any event that is not part of the standard operation of service any event that causes, or may cause, an interruption to the quality of service. any event that causes, or may cause a reduction in the quality of service.
Incident vs Problem
Managing an Incident means fixing the system and to restore the service as soon as possible. While managing a Problem means finding the underlying root causes so that the Incidents do not reoccur.
http://www.myitstudy.com/blog/2013/09/incident-vs-problem-itil-concepts/
Problem
The undiagnosed root cause of one or more incidents.
Service desk
A function that provides the vital day-to-day contact point between customers, users, IT services, and third-party organizations A resolution is a way of looking at, explaining and writing up a problem in a systematic fashion.
Service request
Requests for new or altered service. The types of service requests vary between organizations requests for information (RFI) requests for change (RFC)
Solution
Also known as a permanent fix An identified means of resolving an incident or problem that provides a resolution of the underlying cause.
Resolution vs. Solution
a resolution as "an explanation, as of a problem or puzzle," while a solution can be thought of simply as the answer to a problem An identified means of resolving an incident or problem that provides a resolution of the underlying cause.
Workaround
An identified means of resolving a particular incident, which allows normal service to be resumed, but does not actually resolve the underlying cause that led to the incident in the first place.
Service
A business function deliverable by one or more IT service components (hardware, software, and facility) for business use.
Service catalog
A comprehensive list of services, including priorities of the business and corresponding SLAs
What type of information would you store in the Service Catalogue? The Service Catalogue contains a list of services that an organization provides, often to its employees or customers
Reference: http://itsm.the-hamster.com/itsm4.htm
Break/fix
The term break/fix refers to the fee-for-service method of providing information technology services to businesses. Using this method an IT solution provider performs services as needed and bills the customer only for the work done. The service may include repairs, upgrades or installation of systems, components, peripheral equipment, networking or software
managed services The alternative to break/fix is managed services, which is a service plan, where the customer pays a fixed amount for services covered in the plan and pays additional amounts for repairs or other work which is not covered in the plan
https://en.wikipedia.org/wiki/Break/fix
Obsolescence can present itself in two ways; the item in question is no longer suitable for current demands, or is no longer available from the original manufacturer
Obsolescence can be simply put as the transition from availability from the original manufacturer to unavailability.
Companies worldwide receive thousands of product change notifications (PCNs) and end-of-life (EOL) notifications daily.
Immediately after the information about discontinuation has been announced from its Original manufacturer, obsolescence of a product starts. This is usually done by a product discontinuance notice (PDN) or a message about the EOL. Also an announcement for a life-time-buy (LTB) or a PCN could be the start of obsolescence.
http://www.plantengineering.com/single-article/seven-steps-in-predicting-equipment-lifecycle-using-obsolescence-management/547c3ac6da4cc7097fc02cea10c097cf.html
Configuration Management Tools
Configuration Management Tools are utilities designed to reduce the workload of administering multiple computers. Configuration Management Tools allow administrators to remotely apply updates and patches to operating systems and applications. Configuration Management Tools remove the need for many desk-side visits
http://www.solarwinds.com/it-management-glossary/what-is-configuration-management-tools.aspx
Configuration management
Configuration management (CM) is the detailed recording and updating of information that describes an enterprise's hardware and software. It is a process for establishing and maintaining consistency of a product's performance,functional and physical attributes with its requirements, design and operational information throughout its life
The CM process is widely used by military engineering organizations to manage complex systems, such as weapon systems, vehicles, and information systems. Outside the military, the CM process is also used with IT service management as defined by ITIL
http://en.wikipedia.org/wiki/Configuration_management
Configuration Management (ITSM)
Configuration Management (CM) is an Information Technology Infrastructure Library (ITIL) version 2 and an IT Service Management (ITSM) process that tracks all of the individual Configuration Items (CI) in an IT system which may be as simple as a single server, or as complex as the entire IT department.
In large organizations a configuration manager may be appointed to oversee and manage the CM process.
In ITIL version 3, this process has been renamed as Service Asset and Configuration Management.
http://en.wikipedia.org/wiki/Configuration_Management_(ITSM)
An information security management system (ISMS) is a set of policies and procedures for systematically managing an organization's sensitive data. The goal of an ISMS is to minimize risk and ensure business continuity by pro-actively limiting the impact of a security breach.
An ISMS is a systematic approach to managing sensitive company information so that it remains secure. It includes people, processes and IT systems by applying a risk management process.
http://www.iso.org/iso/iso27001
What is Information Security Management from an ITIL perspective?
The Information Security Management process includes:
A policy
An Information Security Management System (ISMS)
Structure and controls
Risk Management
Communication strategy
There are industry standards that can be utilised in order to improve Information Security such as ISO 27001 which an international standard, made up of five elements:
Control
Plan
Implement
Evaluate
Maintain
http://www.itilnews.com/index.php?pagename=What_is_Information_Security_Management_from_an_ITIL_perspective
Why the new ITIL 2011 Edition?
"ITIL 2011 is an update, not a new version". No entirely new concepts have been added, but the aim of the update is to "resolve errors and inconsistencies in the text and diagrams across the whole suite".
ITIL 2007 vs. ITIL 2011: Changes in Service Strategy
ITIL 2007 vs. ITIL 2011: Changes in Service Design
ITIL 2007 vs. ITIL 2011: Changes in Service Transition
ITIL 2007 vs. ITIL 2011: Changes in Service Operation
ITIL 2007 vs. ITIL 2011: Changes in Continual Service Improvement (CSI)
http://wiki.en.it-processmaps.com/index.php/ITIL_2011#Why_the_new_ITIL_2011_Edition.3F
Microsoft Operations Framework
Microsoft Operations Framework (MOF) 4.0 provides relevant, practical, and actionable guidance for today's IT pros.
https://technet.microsoft.com/en-us/solutionaccelerators/dd320379.aspx
The handwritten comments in the manual were indicative of the fact that in the past, the system developer did not document in detail, information of actual operations and that know-how was highly individualized.”
MOF: It is practical guidance for everyday IT practices and activities, helping users establish and implement reliable, cost-effective IT services.
ITIL: A framework of best practice techniques to facilitate the delivery of high-quality information technology services. ITIL outlines an exhaustive set of management procedures to support organizations in achieving both value and quality in IT operations.
ITSM: It is an approach that combines proven methods such as process management and known in-dustry best practices, in the area of IT Service Management, to enable any organization to de-liver quality IT services that satisfy customer business needs and achieve performance targets specified within service level agreements.
https://social.technet.microsoft.com/Forums/en-US/e5fb275c-f27f-4209-af6d-65f317059c84/mof-vs-itil-vs-itsm?forum=MOF4
Cross Reference ITIL V3 and MOF 4.0 - Microsoft
both frameworks follow a lifecycle approach
ITIL uses five elements for its lifecycle: Strategy, Design, Transition, Operation, and Continual Improvement, which brings it close to the PDCA model.
MOF’s lifecycle core consists of only three phases: Plan, Deliver, and Operate, with one underlying layer (Manage) covering the components that apply to all lifecycle phases.
Both ITIL and MOF use processes and functions as building blocks
ITIL labels most of its components as processes and activities (ITIL has 26 Processes and four functions), while MOF is almost entirely based on Service Management Functions (SMFs), each SMF havinga set of key processes, and each process having a set of key activities.
In both frameworks, control of the lifecycle progress runs through a number of transition milestones.
These milestones have been made very explicit in MOF’s Management Reviews (MRs).
Both frameworks apply the PDCA improvement approach throughout the lifecycle.
MOF, like ITIL, offers best-practice guidance that can be followed in full but also in part.
The “ITSM language” is quite consistent between both frameworks
A remarkable difference is the way customer calls are handled: ITIL separates incident calls from operational service requests and change requests, and MOF combines several customer request types in a single Customer Service SMF
ITIL and MOF also use very different role sets and role titles.
ITIL works from the best practices documented in each phase, where MOF starts from a structured organization perspective.
An area of significant difference can be found in the approach the two frameworks take to technology.
A key element of ITIL is that it is both vendor- and solution-agnostic—meaning, the practices encouraged by ITIL can be applied across the board regardless of the underlying technology. The result is that ITIL focuses on the management structure that makes IT successful, rather than on the technology.
Microsoft has created MOF to provide a common management framework for its platform products, although MOF can easily be used for other platforms.
Another difference is that ITIL is available in five core books that are sold through various channels, while MOF is available on the internet for free, offering practical guidance in various formats
ITIL offers a complex certification scheme for professionals, where Microsoft currently limits its certification for MOF to just one MOF Foundation examination
Main focus of ITIL is on the “what,” where MOF concentrates on the “what” as well as the “how.”
IT Service Management is the management of all people, processes, and technology that cooperate to ensure the quality of live IT services, according to the levels of service agreed with the customer.
The essential concept here is “IT service”: the delivery of information processing capabilities in a defined quality (for example, capacity, performance, security, and availability), using a combination of hardware, software, networks, people, documentation and facilities
ITIL and MOF are two of the frameworks available to the IT service organization or department aiming for the highest quality at the lowest cost
Comparing Frameworks
When analyzing management frameworks, we can compare various characteristics
First of all, the approach is important: the way the framework is perceiving reality, the elements that are taken into perspective, and their coherence.
Second, the modeling technique is of interest: the way reality is described in tangible structures (for example, IDEF0 schemes, process flows, practice documentation).
Another important consideration is the activation and implementation of the framework: the way the framework is deployed, (for example, adopt or adapt, incremental, phased, step-by-step, big-bang).
the support structure is of interest: the automated instruments available to support the method, such as schemes, tools, documents, and templates.
A number of management paradigms have proven to be essential to IT Service Management. These paradigms are used in the comparison of ITIL and MOF.
A widely accepted paradigm for defining the core focus areas in managing organizational improvement is Process - People - Technology (PPT).
An important consequence of applying this paradigm is the separation of functions from processes.
A process is a structured set of activities designed to accomplish a defined objective in a measurable and repeatable manner, transforming inputs into outputs. Processes result in a goal-oriented change, and utilize feedback for self-enhancing and self-corrective actions.
MOF defines a process as interrelated tasks that, taken together, produce a defined, desired result.
A function is an organizational capability, a combination of people, processes (activities), and technology, specialized in fulfilling a specific type of work, and responsible for specific end results. Functions use processes.
MOF doesn’t offer a definition for function alone; rather, it defines the term service management function (SMF) as a core part of MOF.
A second important and widely applied approach to the management of organizations is the paradigm of Strategy - Tactics - Operations.
At a strategic level an organization manages its long-term objectives in terms of identity, value, relations, choices and preconditions.
At the tactical level these objectives are translated into specific goals that are directed and controlled.
At the operational level these goals are then translated into action plans and realized.
Applying the widely accepted control mechanism of Separation of Duties (SoD), also known as Separation of Control (SoC), we find a domain where information system functionality is specified (Information Management), and another domain where these specifications are realized (Technology Management). The output realized by the Technology Management domain is the operational IT service used by the customer in the Business domain
The combination of STO and SoD delivers a very practical blueprint of responsibility domains for the management of organizations: the Strategic Alignment Model Enhanced (SAME)
This blueprint provides excellent services in comparing the positions of management frameworks, and in supporting discussions on the allocation of responsibilities—for example, in discussions on outsourcing
A widely accepted approach to continual improvement is Deming’s Plan-Do-Check-Act Management Cycle. This implies a repeating pattern of improvement efforts with varying levels of intensity. The cycle is often pictured, rolling up a slope of quality improvement, touching it in the order of P-D-C-A, with quality assurance preventing it from rolling back down
The IT service lifecycle of MOF is composed of three ongoing phases and one foundational layer that operates throughout all of the other phases:
•Plan phase: plan and optimize an IT service strategy in order to support business goals and objectives.
•Deliver phase: ensure that IT services are developed effectively, deployed successfully, and ready for Operations.
•Operate phase: ensure that IT services are operated, maintained, and supported in a way that meets business needs and expectations.
•Manage layer: the foundation of the IT service lifecycle. This layer is concerned with IT governance, risk, compliance, roles and responsibilities, change management, and configuration. Processes in this layer apply to all phases of the lifecycle.
Each phase of the IT service lifecycle contains Service Management Functions (SMFs) that define and structure the processes, people, and activities required to align IT services to the requirements of the business.Each SMF is anchored within a lifecycle phase and contains a unique set of goals and outcomes supporting the objectives of that phase.
Each SMF has three to six key processes. Each SMF process has one to six key activities.
For each phase in the lifecycle, Management Reviews (MRs) serve to bring together information and people to determine the status of IT services and to establish readiness to move forward in the lifecycle. MRs are internal controls that provide management validation checks, ensuring that goals are being achieved in an appropriate fashion, and that business value is considered throughout the IT service lifecycle
the approach
Both frameworks are best characterized as “practice frameworks” and not “process frameworks.”
both frameworks use a lifecycle structure at the highest level of design
The modeling techniques
both frameworks use extensive text descriptions, supported by flowcharts and schemes
The activation and implementation
Both frameworks speak of “guidance,” leaving the actual decisions on how to apply it to the practitioner.
ITIL has been advocating the “Adopt and Adapt” approach
Differences
•Development:
The approach taken in MOF is heavily based on project management principles, emphasizing the project nature of this lifecycle phase.
•Call handling: ITIL V2 showed a combined handling of incidents and service requests in one process, but in ITIL V3 incident restoration and service request fulfillment were turned into two separately treated practices. MOF on the other hand stays much closer to the ITIL V2 practice, combining several customer requests in one activity flow, for incident restoration requests, information requests, service fulfillment requests, and new service requests. If the request involves a new or non-standard service, a separate change process can be triggered.
MOF’s lifecycle comprises only three phases: Plan, Deliver, Operate, with one underlying layer covering the components that apply to all lifecycle phases. As a consequence, a number of practices are applied all over the MOF lifecycle, but in ITIL these are mostly described in one or a few lifecycle phases. As an example, risk management is part of the Manage layer in MOF, but in ITIL it is mainly restricted to Strategy and Continual Improvement. The same goes for change and configuration management: throughout the MOF lifecycle but in ITIL these are concentrated in the Transition phase.
STO and SoD, in SAME
Strategic levels are covered in both frameworks. ITIL documents its best practices on long-term decisions in the Strategy phase. MOF does the very same in the Plan phase, and supports this in the Manage layer.
Tactical levels are covered in a similar way: ITIL concentrates these in the Service Design and CSI phase, and MOF describes its tactical guidance in the Deliver phase, in the Manage layer and in the Operate phase (Problem Management).
Operational levels are covered mainly in a single phase in both frameworks; ITIL has its Service Operation phase, and MOF has its Operate phase.
In practice, only very few organizations apply the full guidance of either framework. Most often, organizations start out with those components that address the biggest problems.
Both ITIL and MOF are reference frameworks and not implementation models.
Like the practices in both frameworks, from a 10,000 feet viewpoint the framework-typical structures do not differ much. Both frameworks use structures like Service Level Agreements (SLAs), Operational Level Agreements (OLAs), Underpinning Contracts (UCs), Configuration Items (CIs), Configuration Management Systems (CMSs) and Configuration Management Databases (CMDBs), Definitive Software Libraries (DSLs), a Change Schedule (CS in ITIL) or a Forward Schedule of Change (FSC in MOF), Known Error Databases (KEDs), Service Catalogues (SCs) and Service Portfolios (SPs), Business Continuity Plans (BCPs), Business Impact Analyses (BIAs), Post Implementation Reviews (PIRs), Standard Operating Procedures (SOPs in ITIL) or Operations Guides (OGs in MOF), RACI, and use cases.
Of course some structures are mentioned specifically in one framework and not in the other: ITIL uses a Capacity Management Information System (CMIS), an Information Security Management System (ISMS), and MOF uses an Issue-Tracking Database
ITIL and MOF follow the same definition of “process”:
•ITIL: A structured set of activities designed to accomplish a specific objective.
•MOF: Interrelated tasks that, taken together, produce a defined, desired result.
: ITIL works from the best practices documented in each phase, where MOF starts from the organization perspective. As an example, ITIL defines a Finance Manager responsible for the Financial Management process, and MOF knows financial managers, who in fact are the financial experts active in managing finances.
Table A-1. Main Focus of MOF Framework Components at Strategic, Tactical, or Operational Level
Table A-2. Main Focus of ITIL Framework Components at Strategic, Tactical, or Operational Level
Appendix B: Mapping of Processes, Activities, Functions, and Other Elements
The following tables present the mapping of MOF v4 versus ITIL V3.
The section of the table shows the ITIL components and explains where these can be found in MOF
Table B-1. How MOF Covers ITIL Content
The second section shows the components that are exclusive to MOF, and illustrates where these can be found in ITIL.
Table B-2. How ITIL Covers MOF Content
ServiceNow specializes in IT services management (ITSM), IT operations management (ITOM) and IT business management (ITBM). It offers real-time communication, collaboration and resource sharing covering IT, human resources, security, customer service, software development, facilities, field service, marketing, finance and legal enterprise needs.
ServiceNow ITOM Enterprise delivers a comprehensive and integrated set of ITOM capabilities that build seamlessly on your existing ServiceNow IT Service Management (ITSM) investment
Discovery helps create a single system of record for IT infrastructure spanning data centers and clouds
Event Management reduces event floods from monitoring tools and provides a single dashboard to proactively identify service issues
Operational Intelligence proactively identifies anomalous behavior in the IT infrastructure before it causes service outages
Orchestration automates IT processes, eliminates manual tasks, and remediates service issues
Service Mapping maps the relationships between IT components and business services in dynamic environments
Cloud Management delivers cloud resources through self-service, reducing business risk and managing cost
BMC Remedy ITSM: Accessing the BMC Service Process Management Model
IT Information Library (ITIL) describes best practices at a high level. It provides guidance on steps to take, processes, and workflows. Organizations are then free to implement the work-level procedures for daily activities that apply to their requirements.
The BMC Service Management Process Model illustrates how ITIL processes map to work instructions performed in the BMC Remedy IT Service Management (BMC Remedy ITSM) applications.
The BMC Service Management Process Model describes a set of predefined processes for the delivery and support of information technology (IT) services. The processes described by the BMC Service Management Process Model are aligned with ITIL good practices.
https://docs.bmc.com/docs/itsm81/bmc-service-management-process-model-229802391.html
Dell OpenManage Systems Management
Nowhere is this more evident than with infrastructure management tools, where complexity is driving high cost of services attach, deployment, integration, and sustainment. http://www.dell.com/content/topics/global.aspx/sitelets/solutions/management/en/openmanage?c=us&l=en&cs=555
CA Service Desk Manager
CA Service Desk Manager and ITIL best practice have enabled Manpower to manage more incidents with the same resource resulting in improved staff productivity and user satisfaction.
http://www.ca.com/us/service-desk-software.aspx
IBM Maximo
This asset management software provides insight for all of your enterprise assets, their conditions and work processes, for better planning and control.
IBM Tivoli provides Integrated Service Management software to help manage business value of your IT infrastructure
http://www-01.ibm.com/software/tivoli/
FrontRange ITSM Software
FrontRange ITSM software brings together a comprehensive set of service and lifecycle products designed to improve service levels and productivity, deliver best practices and standardization, and align IT to the delivery of business value
http://www.frontrange.com/itsm-software
HP Service Manager Center
HP Service Manager is scalable, robust software that’s core to the HP IT Service Management (ITSM) solution with incident, change, and other management process standardization, quality service delivery and support, and enhanced agent and end-user support
HP Universal CMDB(Configuration Management Database)
HP Universal Configuration Management Database (UCMDB) software stores, controls, and manages software and infrastructure components along with associated relationships and dependencies. It provides unparalleled infrastructure visibility that shows how components are related for consistent and reliable delivery of IT and business services. This visibility improves and simplifies change control to avoid service disruptions and better track, manage, and control IT infrastructures
HP Operations Manager is an IT consolidation software that consolidates and correlates fault and performance events across your entire physical and virtual IT infrastructure to identify the causes of event storms. With HP Operations Manager software you can achieve faster time to resolution when you see system and performance events occurring throughout your IT infrastructure and can identify the cause.
Network Node Manager i software provides real-time network monitoring and network incident management. Unified network fault, availability, and performance monitoring allows you to minimize network downtime and reduce costs at the same time that you increase network performance.
HP Performance Manager software is a web-based analysis and visualization tool that analyzes performance trends of applications, systems, and services. Monitor system performance in real time and track historical trends so you can manage and optimize performance of mission-critical servers, both physical and virtual.
HP OpenView was the former name for a Hewlett Packard product family that consists of network and systems management products. In 2007, HP OpenView was rebranded when it became part of the HP Software Division. HP OpenView software provided large-scale system and network management of an organization's IT infrastructure
http://en.wikipedia.org/wiki/HP_OpenView
HP Software Business Availability Center (BAC)
HP Business Availability Center on SaaS (BAC) is an offering that enables monitoring of the health of your business services and applications from the user point of view. http://www8.hp.com/us/en/software/software-product.html?compURI=tcm:245-936116
HP OPERATION ORCHESTRATION WORKFLOW DESIGNER
HP Operations Orchestration (HP OO) software automates the tasks and processes in the data center using workflows that help IT teams execute change with greater speed, quality, and consistency. http://www8.hp.com/us/en/software/software-product.html?compURI=tcm:245-936143
HP Project and Portfolio Management Center
HP Project and Portfolio Management (HP PPM) Center integrates and unify the activities that manage project execution within the organization—demand management, financial, time and resource, project and program, and portfolio management. http://www8.hp.com/us/en/software/software-product.html?compURI=tcm:245-937033
HP Application Lifecycle Management
Key features Automation and unified management instead of loosely coupled point tools Technology-agnostic support for more than 70 application environments Methodology-agnostic coverage of traditional and Agile methods in one ALM solution Project ready, enterprise scale for a team of ten or tens of thousands Integrated capabilities to manage applications from planning to retirement http://www8.hp.com/us/en/software/software-solution.html?compURI=tcm:245-937026
HP IT Service Management Reference Model
The HP ITSM Reference Model is a high-level, fully integrated IT process relationship map (See Figure
1). It has proven to be invaluable to companies around the world as they seek to understand people,
process, and technology problems and consider possible solutions. As a reference tool, the model
provides a coherent representation of IT processes and a common language, making it useful in
initiating a meaningful dialogue between all parties interested in IT process requirements and solutions.
The HP ITSM Reference Model is flexible. As such, it can be applied to any IT enterprise, regardless of
whether it is a business, governmental entity, or educational institution
The Microsoft Solutions Framework (MSF) is an adaptable approach for successfully delivering technology solutions faster, with fewer people and less risk, while enabling higher quality results.
MSF focuses on:
Aligning business and technology goals
Establishing clear project goals, roles, and responsibilities
Implementing an iterative, milestone/checkpoint-driven process
Managing risk proactively
Responding to change effectively
https://msdn.microsoft.com/en-us/library/jj161047(v=vs.120).aspx
Microsoft System Centre 2012
System Center 2012 helps you manage your IT environments across traditional datacenters, private and public clouds, client computers, and devices http://technet.microsoft.com/en-us/systemcenter/hh880681
MS System Center Operations Manager(SCOM)
System Center 2012 – Operations Manager provides infrastructure monitoring that is flexible and cost-effective, helps ensure the predictable performance and availability of vital applications, and offers comprehensive monitoring for your datacenter and cloud, both private and public.
http://technet.microsoft.com/library/hh205987
Microsoft System Centre 2012 Configuration Manager
Microsoft System Center 2012 Configuration Manager provides a comprehensive solution for change and configuration management for the Microsoft platform. System Center 2012 Configuration Manager lets you perform tasks such as the following:
Deploy operating systems, software applications, and software updates.
Monitor and remediate computers for compliance settings.
Monitor hardware and software inventory.
Remotely administer computers.
System Center 2012 Configuration Manager collects information in a Microsoft SQL Server database, which allows you to run queries and produce reports to consolidate information throughout the organization. You can use Configuration Manager to manage a wide range of Microsoft operating systems, including client platforms, server platforms, and mobile devices.
http://technet.microsoft.com/library/gg682129
System Center 2012 - Data Protection Manager
System Center 2012 – Data Protection Manager (DPM) enables disk-based and tape-based data protection and recovery for servers such as SQL Server, Exchange Server, SharePoint, virtual servers, file servers, and support for Windows desktops and laptops. DPM can also centrally manage system state and Bare Metal Recovery (BMR)
http://technet.microsoft.com/library/hh758173
System Center 2012 - Orchestrator
Orchestrator is a workflow management solution for the data center. Orchestrator lets you automate the creation, monitoring, and deployment of resources in your environment
http://technet.microsoft.com/library/hh237242
Orchestrator – “Orchestrator is a workflow management solution for the data center. Orchestrator lets you automate the creation, monitoring, and deployment of resources in your environment.” Service Manager – “Service Manager provides an integrated platform for automating and adapting your organization’s IT service management best practices, such as those found in Microsoft Operations Framework (MOF) and Information Technology Infrastructure Library (ITIL). It provides built-in processes for incident and problem resolution, change control, and asset lifecycle management.” https://blogs.technet.microsoft.com/musings_of_a_technical_tam/2012/06/28/system-center-2012-self-study-guide-part-6-orchestrator-and-service-manager/
System Center 2012 - Service Manager, System Center 2012
System Center 2012 – Service Manager provides an integrated platform for automating and adapting your organization’s IT service management best practices, such as those found in Microsoft Operations Framework (MOF) and Information Technology Infrastructure Library (ITIL). It provides built-in processes for incident and problem resolution, change control, and asset lifecycle management
http://technet.microsoft.com/library/hh305220
MS System Center Service Manager (SCSM)
Service Manager can help your organization to increase productivity, reduce costs, improve resolution times, and meet compliance standards. Its built-in processes are based on industry best practices such as those found in Microsoft Operations Framework (MOF) and the IT Infrastructure Library (ITIL).
System Center 2012 - Virtual Machine Manager(SCVMM)
Virtual Machine Manager (VMM) is a management solution for the virtualized datacenter, enabling you to configure and manage your virtualization host, networking, and storage resources in order to create and deploy virtual machines and services to private clouds that you have created.
http://technet.microsoft.com/library/gg610610
Microsoft System Center 2012 Endpoint Protection
Microsoft System Center 2012 Endpoint Protection provides an antimalware and security solution for the Microsoft platform.
When System Center 2012 Endpoint Protection is used with Microsoft System Center 2012 Configuration Manager, it provides a comprehensive enterprise management solution that lets you do the following:
Centrally deploy and configure the Endpoint Protection client.
Configure default and custom antimalware policies that apply to groups of computers.
Create and deploy Windows Firewall settings to groups of computers.
Use Configuration Manager software updates to automatically download the latest antimalware definition files to keep client computers up-to-date.
Control who manages the antimalware policies and Windows Firewall settings by using the Endpoint Protection Manager security role.
Use email notifications to alert you when computers report that malware is installed.
View summary and detailed information from the Configuration Manager console and reports
http://technet.microsoft.com/library/hh508836
System Center 2012 - App Controller
App Controller provides a common self-service experience that can help you easily configure, deploy, and manage virtual machines and services across private and public clouds.
http://technet.microsoft.com/library/hh546834
System Center 2012 - Unified Installer
System Center 2012 – Unified Installer is a tool that provides a single-user-interface experience for the installation of seven System Center 2012 components, including all prerequisites and Microsoft SQL Server 2008. Unified Installer provides a means of distributed installation from a central point using the existing component Setup.
http://technet.microsoft.com/library/hh751290
System Center 2012 Self-Study Guide (Complete Edition)
System Center 2012 Self-Study Guide (Part 1 – System Center Overview) System Center 2012 Self-Study Guide (Part 2 – Advisor and App Controller) System Center 2012 Self-Study Guide (Part 3 – System Center Configuration Manager) System Center 2012 Self-Study Guide (Part 4 – Data Protection Manager and Endpoint Protection) System Center 2012 Self-Study Guide (Part 5 – Operations Manager) System Center 2012 Self-Study Guide (Part 6 – Orchestrator and Service Manager) System Center 2012 Self-Study Guide (Part 7 – Unified Installer and Virtual Machine Manager)
Difference Between Policies & Procedures Vs. SOPs
Businesses normally set rules on how the the work gets done, and will use standard operating procedures, called SOPs, as well as a set of policies and procedures to accomplish work predictably and efficiently. There are difference between the two. Policies and procedures give an overview of a company’s activities. Operating strictly “by the book” means adhering to standard operating procedures. Policies and procedures describe the generalized view of a job without getting into the major specifics, and often remain the same within a department or across the company as a whole. These often govern who does what on the job. Standard operating procedures get down to specifics of how a task is to be accomplished SOPs work to fulfill policy and procedures In general, policies and procedures come first while standard operating procedures are drawn up after a company determines its policies and procedures. Standards SOPs look more toward standardized ways to get work done, while policies and procedures allow more room for a worker to improvise.
Dev environment: Team is working on Fix Version 2.3 in Development Staging environment: Team is testing Fix Version 2.2 in QA Releases in Production: Fix Version 2.1 in use with customers A, B, & C. Version 2.0 is in use with customers X, Y, & Z If a user finds a bug in their production software, the Affects Version would be tagged w/ Version 2.0 or Version 2.1, depending on which version they have in use. If a tester finds a bug in Staging, the Affects Version would be tagged with 2.2. https://community.atlassian.com/t5/Jira-questions/What-s-the-difference-between-version-and-release/qaq-p/338467
Build − executable or a library created by compiling source code.
Version − a software build. New version is a different build. Release − (public release) a version intended for use by general population
