Let's take a few moments to get into the implementation of
administrative operational controls.
What we'll do is review prominent administrative controls from IT
Service Management World that includes both ISO and ITIL.
We are going to then see how we apply those administrative
controls to amp up our physical and logical cloud.
When you consider information technology service management,
what you're doing is you're stepping above and abstracting the
technology when dealing with the business.
Business leads do not want to have to understand the
underlying technology that provides their service,
just as most people are not interested in the model of the
oven or the refrigeration system when they want to dine
out to eat at a restaurant.
By using the definitions allocated in ISO/IEC 20000 from year 2018,
we'll see and make use of some of the ways of looking at
service management systems that they propose.
We'll also use ITIL version 4, Information Technology Infrastructure Library,
to have a further description of what service management should look like.
Why is it so important?
Well, I often say to my clients, and frankly anyone who will listen,
that the cloud is not an elixir for bad behavior,
but it is predominantly an accelerator.
Ever lack of discipline you currently have in your
organization related to your use of technology will only be
accelerated when you go to the cloud.
Cloud will make you faster at being bad or faster at being good.
When we look at it from the ISO/IEC perspective,
they focus on the idea of the customer and provider relationship.
They look at it as being agnostic and independent of
any other external frameworks.
The other thing that they do is they consider one part of
many elements of service management would be inclusive of
the administrative component.
The particular elements of ISO/IEC's 20000 SMS document
would be the organization in context.
This means that we can't make a blanket assumption about
how service management would look in one organization
versus in another organization.
It should be a bespoke process that is fueled by the business requirements.
Can you think of two reasons why leadership would be an imperative?
Think of it from the standpoint of sponsorship,
on who's going to provide resources,
but also where are the teeth in order to direct habits and governance?
Also, inside of ISO/IEC would be program planning,
which would include elements of risk and opportunities,
defining objectives, and planning the whole of the service management system.
Support for the SMS would include what are the resources that
could be allocated by means of leadership,
what's the training and awareness that's necessary for those
to be competent who are part of the process flow in the
ecosystem for the service management,
what's the appropriate communication channels and the
documentation and the knowledge that's necessary?
Operational planning would have to do with service delivery and
controlling your whole service portfolio.
What are the many technology elements that have been abstracted to
end‑to‑end services that can specify a lifecycle?
You will probably, and most likely if you're doing this correctly,
have more technology elements than you do service elements because it is the
technology that you group together to help define services.
You also would keep strict adherence to what agreements have been set aside
and expectations for the services that you're consuming,
whether it is upstream from your cloud service provider or
downstream to some other individual or organization that
you are providing services to.
Supply and demand is also a piece of the ISO 20000 elements.
Here we're talking about budgeting and accounting for services.
Now,
we understand that in the cloud world we've moved from a
capitalization of resources to one of operational.
It doesn't mean that operationally you should be acting
without some kind of line of understanding of what the
requirements are for the business.
You should also have the capability of looking at and measuring
what the services are that you are consuming.
We'll talk about that in greater detail when we get to
service‑level agreement and service‑level management.
And you should never be satisfied with where you are.
So continuous improvement says that we can take actions for
nonconformity and making sure that the cloud service provider is
in line with our business requirements.
ITIL version 4 speaks of 4 dimensions that would
include organizations and people,
which each person having a clear understanding of how they
contribute to creating value for the organization,
its customers, and its stakeholders.
It covers roles and responsibilities and formal organization structures.
Information and technology helps to figure out the
workflow management and the knowledge basis,
inventory systems, communication systems,
strategic planning, portfolio optimization.
Partners and suppliers is wholly dependent on the strategy and
objectives for sourcing and supplier management.
Here is where an organization decides what are the core
competencies that they need internal to access,
and what are the activities that do not reflect their internal focus,
should be accomplished by means of some other process.
Value streams and processes include a number of steps that it takes to
create and deliver products and services to consumers.
So,
this would include examination of how an organization
performs work and the identification of ways to produce
continual improvement for their services.
If you were to look at the primary elements of ITIL v4,
it would include service value chains, the practices the organization commits to,
what are the guiding principles that they would use,
the governance,
which would include the decision makers and the
accountability for the decisions made, and then also continual improvement.
If you were to come up with a basic theme between ISO and ITIL,
it would be change management, incident management,
release management, configuration management,
deployment management, and patch management.
The first one we're going to consider, in the next clip,
is the importance of properly viewing and defining change management.