Functions. Organizing for Service Operation

Organizing for Service Operation

Education and training

Communication

Using Incident and Problem Management

Operational Audits

Reviewing makeshift activities or procedures

Because of the pragmatic nature of Service Operation, it may sometimes arise that makeshift activities or processes are introduced to address short-term operational expediencies. There is a danger that such practice s can be continued and become the ‘norm’ – leading to ongoing inefficiencies. Where any makeshift activities or procedure s do have to be introduced it is important that these are review ed as soon as the immediate expediency is overcome – and either dispensed with or replaced with efficient agreed processes for the longer term.

Regular audit s should be conducted of all Service Operation processes to ensure that they are working satisfactorily.

Problem and Incident Management provide a rich source of operational improvement opportunities. These processes are discussed in detail in Chapter 4 of this publication.

It should go without saying that good communication about changing requirement s, technology and processes will result in improvement in Service Operation. However, communication is often neglected. Service Operation improvement is dependent on formal and regular communication between teams responsible for design, support and operation of services.

Service Operation teams should understand the importance of what they do on a daily basis. Education is required to ensure that staff understand what business function s or services are supported by their activities. This will encourage greater care and attention to detail and will also help Service Operation teams to better identify business priorities.

Training programme s should ensure that all staff have the appropriate skills for the technology or application s that they are managing. Training should always be provided when new technology is introduced, or when existing technology is changed.

A function is a logical concept that refers to the people and automated measures that execute a defined process, an activity or a combination of processes or activities. In larger organizations a function may be broken up and performed by several departments, teams and groups, or it may be embodied within a single organizational unit.

Figure 6.1 Service Operation functions

The Service Operation function s given in Figure 6.1 are needed to manage the ‘steady state’ operational IT environment. These are logical functions and do not necessarily have to be performed by an equivalent organizational structure. This means that Technical and Application Management can be organized in any combination and into any number of departments. The second-level groupings in Figure 6.1 are examples of typical groups of activities performed by Technical Management (see Chapter 5) and are not a suggested organization structure.

The following is an overview of the Service Operation functions in Figure 6.1:

• The Service Desk is the primary point of contact for user s when there is a service disruption, for service request s or even for some categories of Request for Change. The Service Desk provides a point of communication to the users and a point of coordination for several IT groups and processes. To enable them to perform these actions effectively the Service Desk is usually separate from the other Service Operation functions. In some cases, e.g. where detailed technical support is offered to users on the first call, it may be necessary for Technical or Application Management staff to be on the Service Desk. This does not mean that the Service Desk becomes part of theTechnical Management function. In fact, while they are on the Service Desk, they cease to be a part of the Technical Management or Application Management functions and become part of the Service Desk, even if only temporarily.
• Technical Management provides detailed technical skills and resource s needed to support the ongoing operation of the IT Infrastructure. Technical Management also plays an important role in the design, testing, release and improvement of IT service s. In small organizations, it is possible to manage this expertise in a single department, but larger organizations are typically split into a number of technically specialized departments (see later in this chapter). In many organizations, the Technical Management departments are also responsible for the daily operation of a subset of the IT Infrastructure. Figure 6.1 shows that, although they are part of a Technical Management department, staff who perform these activities are logically part of the IT Operations Management function.
• IT Operations Management is the function responsible for the daily operational activities needed to manage the IT Infrastructure. This is done according to the Performance Standard s defined during Service Design. In some organizations this is a single, centralized department, while in others some activities and staff are centralized and some are provided by distributed or specialized departments. This is illustrated in Figure 6.1 by the overlapping from the Technical and Application Management functions. IT Operations Management has two functions that are unique and which are generally formal organizational structures. These are:
• IT Operations Control, which is generally staffed by shift s of operators and which ensures that routine operational tasks are carried out. IT Operations Control will also provide centralized monitoring and control activities, usually using an Operations Bridge or Network Operations Centre.
• Facilities Management refers to the management of the physical IT environment, usually Data Centres or computer rooms. In many organizations Technical and Application Management are co-located with IT Operations in large Data Centres. In some organizations many physical component s of the IT Infrastructure have been outsourced and Facilities Management may include the management of the outsourcing contract s.
• Application Management is responsible for managing application s throughout their lifecycle. The Application Management function supports and maintains operational applications and also plays an important role in the design, testing and improvement of applications that form part of IT service s. Application Management is usually divided into departments based on the application portfolio of the organization (see the examples in Figure 6.1), thus allowing easier specialization and more focused support. In many organizations Application Management departments have staff who perform daily operation s for those applications. As with Technical Management, these staff logically form part of the IT Operations Management function.

Special note on Information Security Management

Although most would agree that Information Security Management is a function, it is highly specialized and spans several phases of the lifecycle. It is also responsible for the oversight of many activities within all Service Operation functions. For a more in-depth description of Information Security Management, please refer to the Service Design publication and to section 5.13 of this publication.

Дата добавления: 2014-12-23