FC Uralsib (HP OpenView Service Desk)

In 2005 the guide of the main executive directorate to information technologies made strategic decision on transition to management of IT services. As the instrument of automation of IT transactions the HP platform of OpenView Service Desk 4.5 was selected. Forces of different suppliers succeeded to unroll several ITSM processes. By 2007 incident management processes, were implemented by changes, configurations, problems, the centralized customer support department of Service Desk with IT specialists in Moscow and Ufa functioned — in these cities the largest platforms of finance corporation are located. Also there was a directory of services implemented on single-level architecture and representing the list from 866 positions. "It was extremely inconvenient to work with it as to hold in the head so many services to coordinators of customer support department of Service Desk were extremely difficult" — Yury Salikhov, the manager of process of management of the level of service of the main executive directorate of information technologies of Uralsib bank remembers.

Using HP OpenView Service Desk 4.5 managers of processes and services analyzed statistics of the actual indicators of IT services. Questioning of users on the basis of which results criteria of their satisfaction with quality of IT services formed was at the same time carried out.

In spite of the fact that a number of ITSM processes was already unrolled, a set of the sensitive issues concerning interaction of business and IT remained unresolved. For example, to business it was still unclear what it pays for money why there is so much as far as it is justified and whether in general this or that service which is provided by IT service and who and for what in it is responsible is so necessary? In turn, the IT service continued to look for answers to the questions: what actually business waits from IT for whether these or those IT services are necessary to business, whether there corresponds the quality of services to required business to level and so forth. All these questions became a basis for formation of requirements to the new project on deployment of process of management of the service level (Service Level Management, SLM).

The contractor of an implementation project of SLM selected Inline Group company, as the independent auditor of the project — ITExpert company.

Within implementation of SLM it was necessary to design this process, to define rules of interaction of IT service with business customers, to agree on parameters and conditions of providing IT services, monitoring of their quality, to create the relevant and more convenient directory of services in use, as much as possible to automate process, relying on earlier selected tools and also to develop the plan of deployment of process with a gradual scope of all IT services of finance corporation. Also it was going to design structure of the service and resource model reflecting interrelations of IT services and IT resources which provided functioning of these IT services. By pilot regions were selected Moscow and Ufa. Further it was going to cover the project all platforms of Uralsib.

At the beginning of design roles which will be involved in this process were defined. "After completion of design there was a need of introduction of two new important roles — Boganov Andrey, the director of the department of ITSM solutions of Inline Group company, the project manager from the company contractor remembers. — First, there was a role of the manager of service — the IT employee who is responsible for working capacity and parameters of providing this service, and secondly, there was a role of the account manager — the employee of IT service who is responsible for interaction with the specific business customer (this role is not described in books of ITIL, she assumes a uniform contact point of IT service with the business customer): for approval of set and parameters of IT services which should be provided to this business customer, for signing of requirements to the service level (Service Level Requirements, SLR), for agreements on the service level (Service Level Agreement, SLA) and also for financial relationship. The idea was that SLM had to become further a formal basis of the financial relations of business and IT service".

For integration of process of SLM with already implemented ITSM processes it was necessary to modify a database structure of CMDB and it is essential to change an incident management process. The directory of services was radically rebuilt. "We created three-level model of services — Salikhov says. — The customer needs the end result — reliable and available IT services, and to it is uninteresting what infrastructure services are used for their rendering what characteristics these infrastructure services have and what specialists participate in process of their providing (it will become interesting to the customer at an analysis stage of formation of cost and rates of IT services). Proceeding from it, we defined business services (them 67 now) and business subservices (they are 148) are those IT services which are provided to our business customers. Besides, also internal services (they are about 50), unlike the first two groups were defined, they are not provided to business customers directly, but directly influence rendering business services and business subservices". Only the first two groups of services appeared in agreements of SLA which were signed with customers.

Interrelations of IT services with each other were defined and registered. The change management process underwent significant correction. For a running in of the new management concept the level of service selected pilot services from Moscow and Ufa, and in these two cities it were different business customers.^[1]

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