學(xué)習(xí)單元一-IT運(yùn)維基礎(chǔ)（擴(kuò)展）

網(wǎng)絡(luò)運(yùn)維管理技術(shù)—ITIL簡(jiǎn)介（二）流程管理基本方法銷售部設(shè)計(jì)部生產(chǎn)部服務(wù)部開(kāi)始結(jié)束管理層操作層戰(zhàn)略層構(gòu)建以戰(zhàn)略為核心的流程體系；通過(guò)流程體系垂直方向的完整性，確?！皬膽?zhàn)略到執(zhí)行”的一致性。通過(guò)流程水平方向的完整性，實(shí)現(xiàn)跨職能的、端到端的的流程體系客戶（業(yè)務(wù)）供應(yīng)商IT部門IT基礎(chǔ)設(shè)施供應(yīng)商供應(yīng)商供應(yīng)商供應(yīng)商網(wǎng)絡(luò)主機(jī)數(shù)據(jù)庫(kù)存儲(chǔ)監(jiān)測(cè)、分析、調(diào)整、實(shí)施輸入輸出流程流程IT服務(wù)管理的整體規(guī)劃服務(wù)級(jí)別協(xié)議（SLA,ServiceLevelAgreement）操作級(jí)別協(xié)議（OLA,OperationalLevelAgreement）支持合同（UC,UnderpinningContract）面向客戶：長(zhǎng)時(shí)間的計(jì)劃和改進(jìn)IT服務(wù)質(zhì)量。面向用戶：日復(fù)一日的進(jìn)行流程化工作ITIL的組成ConfigurationManagementCMDBIncidentManagementServiceDeskProblemManagementChangeManagementReleaseManagementIncidentMatchingProblemControlErrorControlIssueRFCChangeCoordinateBuildTestImplementReleaseApprovalExecute

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ManagementRiskManagement配置管理CMDBKnowledgeDBAMDB(Availability

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Information服務(wù)提供中的流程ITILV2為我們遺留了一個(gè)問(wèn)題：在ITILV2的框架下，IT組織雖然有效的保障了服務(wù)的運(yùn)營(yíng)，但是IT組織所提供服務(wù)是否真的貼近客戶的需求？“SLA應(yīng)當(dāng)用被業(yè)務(wù)所需求的技術(shù)來(lái)制訂”ITILV2遺留的問(wèn)題ServiceDeliveryService

SupportIncident

ManagementServiceLevel

ManagementProblem

ManagementITFinancial

ManagementChange

ManagementAvailability

ManagementConfiguration

ManagementCapacity

ManagementRelease

ManagementITContinuity

ManagementITILv2:10processesfocusingonITefficiencyandproductionITIL的演變ContServiceImprovementServiceStrategyServiceTransitionService

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ManagementAvailability

ManagementService

Continuity

ManagementInformation

Security

ManagementSupplier

ManagementDemand

ManagementStrategy

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Configuration

ManagementRelease&

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ManagementKnowledge

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ManagementITIL的演變發(fā)布過(guò)程發(fā)布管理Releasemanagement解決過(guò)程事件管理Incidentmanagement問(wèn)題管理Problemmanagement服務(wù)提供過(guò)程容量管理Capacitymanagement服務(wù)級(jí)別管理Servicelevelmanagement配置管理Configurationmanagement變更管理Changemanagement信息安全管理Informationsecuritymanagement服務(wù)報(bào)告Servicereporting可用性與連續(xù)性管理Servicecontinuityandavailabilitymanagement預(yù)算與財(cái)務(wù)管理BudgetingandaccountingforITservices關(guān)系過(guò)程業(yè)務(wù)關(guān)系管理Businessrelationshipmanagement供應(yīng)商管理Suppliermanagement控制過(guò)程www.ChinaN漢遠(yuǎn)網(wǎng)智ISO/IEC：20KITILV2為我們遺留了一個(gè)問(wèn)題：在ITILV2的框架下，IT組織雖然有效的保障了服務(wù)的運(yùn)營(yíng)，但是IT組織所提供服務(wù)是否真的貼近客戶的需求？“SLA應(yīng)當(dāng)用被業(yè)務(wù)所需求的技術(shù)來(lái)制訂”ITILV2遺留的問(wèn)題ITILV3服務(wù)生命周期ITILITILServiceLifecycleITILServiceLifecycle服務(wù)戰(zhàn)略作為框架的核心，它告訴我們?cè)谒伎既绾巫鲋?，先想想為什么要做。它為其它模塊指明了方向，從而使服務(wù)生命周期的所有階段都強(qiáng)調(diào)業(yè)務(wù)的重要性。在服務(wù)戰(zhàn)略階段，通過(guò)識(shí)別IT的資源、能力，識(shí)別服務(wù)資產(chǎn)的類別，理解用戶的市場(chǎng)需求，然后進(jìn)行組合，最終形成服務(wù)。ServiceITILService

StrategyITILServiceLifecycle在理解了服務(wù)的“戰(zhàn)略”意圖后，在服務(wù)設(shè)計(jì)階段開(kāi)始制定可執(zhí)行“戰(zhàn)術(shù)”的計(jì)劃。服務(wù)戰(zhàn)略考慮的是“做正確的事”，而服務(wù)設(shè)計(jì)考慮的是“如何把事做正確”。服務(wù)設(shè)計(jì)是設(shè)計(jì)適當(dāng)?shù)腎T服務(wù)解決方案及流程來(lái)滿足當(dāng)前和未來(lái)的業(yè)務(wù)需要。ServiceDesignServiceITILService

StrategyService

DesignServiceLevelManagementSupplierManagementAvailabilityManagementInformationSecurityManagementCapacityManagementServiceContinuityManagementServiceCatalogManagementServicePortfolioServiceCatalog服務(wù)生命周期：服務(wù)設(shè)計(jì)ITILServiceLifecycle服務(wù)導(dǎo)入為如何將新的和變更的服務(wù)導(dǎo)入到運(yùn)營(yíng)環(huán)境的能力開(kāi)發(fā)和改進(jìn)提供指導(dǎo)。在進(jìn)行了有效的設(shè)計(jì)后，現(xiàn)在需要確保計(jì)劃的實(shí)施能夠達(dá)到預(yù)期的目標(biāo)了。服務(wù)戰(zhàn)略需要通過(guò)服務(wù)設(shè)計(jì)進(jìn)行“戰(zhàn)術(shù)”的規(guī)劃，而服務(wù)轉(zhuǎn)換則是考慮如何將設(shè)計(jì)好的規(guī)劃有效的導(dǎo)入后面的服務(wù)運(yùn)營(yíng)體系中去，同時(shí)有效的服務(wù)轉(zhuǎn)換能夠明顯地改善IT組織處理大量變更和發(fā)布的能力。啟示：“一個(gè)人轉(zhuǎn)換，一千個(gè)人執(zhí)行?！盨erviceDesignServiceITILService

StrategyService

DesignService

TransitionITILServiceLifecycle服務(wù)運(yùn)營(yíng)指導(dǎo)如何達(dá)到服務(wù)交付和服務(wù)支持的效果和效率，從而確?？蛻艉头?wù)提供者的價(jià)值得以實(shí)現(xiàn)。服務(wù)運(yùn)營(yíng)的主要目的是，通過(guò)一系列日?；顒?dòng)和流程的協(xié)調(diào)執(zhí)行，為客戶和用戶提供可管理的、達(dá)到既定的服務(wù)級(jí)別協(xié)議的服務(wù)。服務(wù)運(yùn)營(yíng)包含所有為了提供支持和服務(wù)的日?；顒?dòng)，它主要由服務(wù)、服務(wù)管理流程、技術(shù)和人員四個(gè)部分組成。ServiceDesignServiceITILService

StrategyService

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