Service Delivery QA.docx

Service Delivery QA.docx

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ServiceDeliveryQA

MARKINGGUIDELINES-EVENINGEXAMINATION1:

SERVICELEVELMANAGEMENT

Contractsinplace:

GivenexplicitlyinCaseStudy:

FGC–computercentreanddesktop

AdvancedSecuritySystems–WEEMsoftware

SAGE

RFSLtd–SELLIT

Couldbepresumed:

Networkequipment（isthereanything?

）

Laptopsandother‘personaldevices’–againcasestudysilent

Telecomssupport

IBM–foroperatingsystemandutilitysoftwareonthemainframe

Airconditioningandotherenvironmentalequipment

Trainingcompanies?

Electricitysupply,includingbackupgenerators?

Whatyouwillneedtoknowaboutthem:

Coverageperiod

Responseandresolutiontimes

Chargingprofiles

Contactpoints

Renewaldates

Reportingrequirements

Penaltyclauses

Scopeandcoverage

Uptohalfamarkforeachvalidcontractanditemtobeincluded–upto7marksintotal

OLAs

InternalsoftwaremaintenanceforCENTAD,CENTFIN

LocallydevelopedsoftwareincludingSID–isthereanymaintenance?

InternalnetworkteamsforLANs

Security,Personnel,Financeandotherinternalsupportservices

NeedtoknowabouttheOLAs:

Coverageandscope

Hourssupported

Responseandresolution

Formalityoftheagreement

Contactandreportingpoints

UptohalfamarkforeachvalidOLAanditemtobeincluded–upto7marksintotal

Informationfromthecustomercommunity:

Currentandanticipatedworkload

Businesschangesplanned

Businesscriticalsystemsandservices

Servicerequirements

ViewofITServicesthattheyhold

Geographicalandlogicalstructureofthecustomercommunity

Whousewhatservices

Sympatheticandproblemcustomers

ProfileofcallsmadetotheServiceDesk,andifpossible,contactsmadeby-passinghelpdesk

Numberofchangerequestsraised

MajordisruptionscausedbyIToverpast12months

Supportcontract/OLAdetails

Uptohalfamarkforeachvalidpoint–upto6marksintotal

MARKINGGUIDELINES-EVENINGEXAMINATION2:

FINANCIALMANAGEMENT

CenturySecurityisconsideringtheintroductionofchargingfortheirITCustomers.BenButterworthcamebackfromthelastboardmeetingwithanactiontosubmitapapertothenextmeetingoutlininghowthismaybeundertaken.Benhasaskedyoutoprovidethedetailsheneedstocompilethisreport.Hewantstoknow:

∙Thestepsyoubelievearenecessarytoprepareforandimplementcharging,withdetailsofsuggestedtimescales.

∙ThelikelyadditionalcoststhatCenturywouldincurbyintroducingmoredetailedcharging,togetherwiththeassociatedbenefits–sothatacost/benefitanalysismaybeperformed.

Thenecessarystepswillinclude:

∙Gatheringbackgroundinformation;numberofcustomers,sizeintermsofstaff,servicesused,workstations,printers,transactionsetc

∙Decidethebasisforcharging（i.e.whattochargefor!

）

∙Producedraftchargingpolicy–perhapswithaworkedexample

∙Considerinitialpilot

∙Negotiate,agreeandfinalisepolicy

∙Implementpilotandreview

∙Makeanyadjustmentsthenwidentoencompassallareas–probablyona‘notionalchargingbasisinitially

∙Whensatisfied,movetoafullchargingsystem

∙ReviewafterinitialperiodtoensureallisOK,adjustifnot

Uptoonemarkforeachvalidpoint–upto8marksintotal

AdditionalCostsincurredwillinclude:

∙Staff–salaries,recruitment,training,accommodationetc

∙AccommodationCosts;proportionofrent,furnishings,telephone,electricity,etc

∙Hardwareandsoftwaretorunchargingsystemandinvoicing

∙AwarenesscampaignforITandcustomerstaff

∙Monitoringequipmenttodetermineresourceuse

∙Managementtimetodisagreeandhaggleovercharges

Uptoonemarkforeachvalidpoint–upto6marksintotal

Thelikelybenefitswillbe:

∙Planandbudget

∙Increasestaffawarenessofcosts

∙Moderationofdemands

∙Changeuserbehaviour–increaseefficiencyinuseofIT

∙StoppeoplewingingatBoardlevel

∙ProvidefirmbasisforplanningandITstrategy

∙HelpjustifynewITexpenditure

Uptoonemarkforeachvalidpoint–upto6marksintotal

MARKINGGUIDELINES-EVENINGEXAMINATION3:

CAPACITYMANAGEMENT

Arecentseriesofcallscomplainingofpoorresponsetimesandsystemfailureshasresultedinaninvestigationbyanad-hocproblemgroup,headedbytheServiceSupportmanager.Theybelievethattheunderlyingcauseisprobablyrelatedtoinadequatecapacitywithinthesystem.

Accordinglyyou,aCapacityManagementconsultant,havebeencalledintoinvestigate.Youareaskedtotracetheunderlyingcausesandrecommendasolutionthatwillrestoreacceptableservicelevels.

1.Whatinformationwouldyouneedtostartyourinvestigation?

7marks

2.WherewithintheCenturyITorganisationwouldyoulookforthatinformation?

7marks

3.Whatwouldyouexpecttobeincludedinyourreport?

6marks

1.Whatinformationwouldyouneed?

2.WherewithinCenturymightyoufindit?

Inwhichservicesaretheincidentsandproblemsbeingdetected?

ServiceDesk–Fastrack

Whichhardwareandsoftwaresupportsthoseservices?

Softwaremaintenance,hardwaremaintenance,networkandassetmanagement.Licenceagreements.Filelistingsonserversandmainframe.

Whereisit,andhowisthathardwareconnectedtogether?

Networktopologyandperformancecapabilities

Assman&Nettrack–butalsothenetworkmanagementandservicedeskpersonnel.

Youwouldprobablyhavetogoandlookandperhapsmonitor.

Whatmetricsareavailableforthereportedincidents?

ServiceDesk;customersandusersrecords（presumablykeptiftheyhaveformallycomplained）

∙Howslowisslow?

Users

∙Aretheresomepeople,sectionsorlocationsmoreaffectedthanothers?

Customersandusers.ServiceDesk.Anyinternallogswithinthesystem.Networkmonitoringtools.Mainframelogs.AnyIBMmonitoringrunning.

∙Isthereanytimepatternsfortheincidentdistribution–timeofday,timeofmonth,timeofyear?

Whatcapacityisavailableatthemoment–diskcapacity;memory;network–foreachrelevantbitofkit?

Hardwarespecificationandmanuals.Networkmanagement.Goandlookforyourselfandaskthemanufacturers.

Whatisthecurrentworkloadfortheservicesinquestion?

Customers,network,ServiceDesk,logs.

Whatworkloadwasthecurrentservicedesignedfor?

Softwaredevelopers.Specificationsfortheoriginalsoftware.

Areotherservicesusingthesamehardware

Development,networks,systemlogs,filelistings–goandlook!

Ifso,whataretheirworkloads,andwhatwastheirdesignedworkload?

Systemsdevelopers,originalspecifications.

Uptohalfa7markfortheinformationneedesandupto7marksforthedetailsofwheretolook

3.Ifthisisacapacityproblemthenmightrecommendsomeorallof:

∙MorematureCapacityManagementfunction

∙Morecapacity–network,storage,memory,processingpowerasappropriate

∙Considerdemandmanagementifthereareconsiderablepeaksandtroughsintheusage

∙Bettercapacityplanning–monitoringcapacityandtakingstepsoensurecapacityistherebeforetheneed

∙Betterconfigurationdataavailableforcapacitymanagement

∙Betterworkloadmeasurement

∙Betterlinksbetweensoftwaredevelopment/maintenanceandcapacity/operations

∙ServiceLevelAgreementstoensurecapacitymanagementknowswhattheyareexpectedtoachieve

Uptoonemarkforeachvalidpoint–upto6marksintotal

MARKINGGUIDELINES-EVENINGEXAMINATION4:

AVAILABILITYMANAGEMENT

Foranorganisationthathasaremoteintermediaterecoverycontractwithathird-partyorganisation,whatstageswouldyouexpectthemtogothroughintestingtheplan?

1.RiskisacentralpartofAvailabilitybecauseyoucanalwaysputmoreandmoremoneyandeffortintoimprovingthehardware/software/protectionofaservice.Butthetrickistoputwhatmoneyandresourcesyouhaveintothemeasuresthatwillgivethebestreturnintermsthatmatter–i.e.improvetheserviceprovisionthatthebusinesscustomerneedsfortheirwork.

Riskanalysiswilllookatwheretheweaknessesinthecurrentsituationwillhavemostimpactuponthebusinessservices–thisthendeliverstoAvailabilityManagementtheinformationtheyrequireastowheretoapplytheireffortsinimprovingthatservice.

SoRiskiscentraltoAvailabilitybyestablishing:

Priorityofwork

Urgencyofwork–i.e.deadlines

Justificationofexpenditure

Identifyingareasforimprovedresilience

Upto6marksforthispartofthequestion,dependinguponthelevelandqualityoftheanswergiven.

HowmightAvailabilityManagementworkwithandsupportServiceLevelManagement?

2.SupportingServiceLevelManagement

∙AvailabilityhastodelivertheservicelevelsthatSLMagreesto

∙AvailabilityisoftenseenasanelementofSLM

∙Availabilitywillbaseremedialwork,newavailabilityimprovementmeasuresonSLAfailures,nearfailuresandoutcomefromreviewmeetings

∙SLAnegotiationswilldriveavailabilityplanning

∙AvailabilitypredictionswilllimitSLAnegotiations

∙AvailabilitywilldealwithunderpinningcontactsthatSLMrelieson

∙Availabilitymanagementwillbeimportantcommentatorsonproposalsforneworchangedservicelevels

∙AvailabilitymanagementwillderivemanyofthereportsthatgointoSLMreporting

Uptoonemarkforeachvalidpointgiven,uptoamaximumof7marks

HowmightCapacityManagementworkwithandsupportAvailabilityManagement?

CapacityManagementcanassistAvailabilityManagementthrough

∙Preventingcapacityrelatedfailuresthatwouldimpactuponavailabilitylevels

∙Predictingfuturecapacitytoavoidavailabilityproblemsinthefuture

∙Reviewingresilienceproposalstoensurethatadequatecapacityexiststoprovidetherequiredresilience

∙Performancemonitoringtodetectanypotentialimpactonavailabili