从管理和运营的角度看I.ppt

从管理和运营的角度看IT3 MOF理论基础 下 从管理和运营的角度看IT系列讲座介绍 1 MOF简介2 MOF理论基础 上3 MOF理论基础 下4 MOF过程模型5 MOF团队模型6 MOF风险管理原则 今日议程 服务提供 ServiceDelivery 服务级别管理 ServiceLevelManagement IT服务财务管理 FinancialManagement 能力管理 CapacityManagement IT服务持续性管理 ITServiceContinuityManagement 可用性管理 AvailabilityManagement 服务提供概述 主要任务考察组织的服务需求 根据需求设计合理的资源组合 服务级别目标以提供客户满意的IT服务 要解决的问题客户需要什么 为满足客户的需求 需要哪些资源 这些资源的成本是多少 如何在服务成本和服务效益 达到的服务级别 之间权衡 服务提供的特点面向用户以组织业务和客户需求为出发点服务提供流程侧重于与客户代表或客户高层 为此服务付费的人 确定IT服务的级别战术性流程全局性问题不涉及具体的运营层面 服务提供概述 服务级别管理结合组织的业务需求 协商确定服务级别目标IT服务财务管理对服务进行收费和成本核算 便于确定IT服务的成本效益能力管理对业务能力 服务能力和资源能力进行规划 实现IT资源和组织业务的有效整合IT服务持续性管理通过有效的持续性管理和风险管理确保组织业务的持续运营可用性管理优化IT基础设施的可用性 为组织提供持续的符合成本效益原则的可用性级别 服务级别管理 Mission Alignserviceprovisionwithbusinessrequirementsbyquantifying negotiating andmonitoringserviceprovisionqualitiesandinstigatingactionstoremovepoorserviceinlinewithbusinessorcostjustification Objective ToensureagreementtoandmonitoringofanoptimallevelofITserviceincloseco operationbetweenproviderandcustomer通过对IT服务绩效的协商 监控 评价和报告等一套相对固定的运营流程来维持和改进IT服务的质量 使之既符合业务需求同时又满足成本约束的要求采取适当的行动来消除或改进不符合级别要求的IT服务提高客户满意度以改善与客户关系 服务级别管理中的主要概念 服务级别管理 SLM IT服务提供方和外部供应商服务级别协议 SLA 运营级别协议 OLA 支持合同 UnderpinningContract UC 服务级别需求 ServiceLevelRequirement SLR 服务质量计划 ServiceQualityPlan SQP 服务改进计划 ServiceImprovementProgramme SIP 服务目录 ServiceCatalogue TypesofAgreements Internal ExternalCustomers ITServiceServiceLevelManagement InternalSuppliersandMaintenancePersonnel ExternalSuppliersandMaintenancePersonnel ServiceLevelAgreements OperationalLevelAgreements UnderpinningContracts Source ITIL CCTACrownCopyright2000 管理的范围 ServiceLevelAgreements SLAs shouldbeestablishedforallITservicesbeingprovidedUnderpinningContracts UCs andOperationalLevelAgreements OLAs shouldbeinplacewithsuppliers externalandinternal onwhomservicedeliveryisdependent 服务级别管理的主要活动 Establish 计划ImplementSLAs 执行Managetheongoingprocess 检查PeriodicReviews 控制 规划服务级别管理的主要流程和考虑 AppointServiceLevelManagementandanynecessarysupportingstaffProduceamissionstatementDefinetheobjectivesandscopeofthefunctionPrepareanawarenesscampaigntowinsupportDefineroles tasksandresponsibilitiesQuantifyactivities resources fundingandqualitycriteriaIdentifyrisksCreateaServiceCatalogueandSLAstructureDraftapilotSLAformatIdentifysupporttools particularlyforSLAmonitoringSetandagreeonIncidentprioritylevelsandescalationpaths withCustomers internalandexternalprovidersAdequatemonitoringiscriticaltothesuccessofServiceLevelAgreements SLAs Areviewoftheexistingtoolsandtechniquesshouldbedone Establishtheinitialperceptionoftheservices SLA管理的实施和执行 ImplementationofServiceLevelManagement andalltheotherprocesses usuallytakestheformofaformalprojectutilizingastructuredprojectmanagementmethodology 服务级别协议 SLA 的结构 ServiceBased OneServiceLevelAgreementforaspecificserviceforallcustomersofthatserviceCustomerBased OneServiceLevelAgreementforaspecificcustomerforallservicesMulti LevelCorporateLevel coveringallgenericServiceLevelManagement SLM issuesthatwouldbeappropriateforallcustomersCustomerLevel coveringallServiceLevelManagement SLM issuesrelevanttoaspecificcustomergroupforallservicesusedServiceLevel coveringallServiceLevelManagement SLM issuesrelevanttoaspecificserviceforaspecificcustomergroup 服务级别协议的内容 ScopeoftheagreementServicedescriptionSignatoriesDateofnextreviewServicehoursServiceavailabilitySupportlevelsPerformanceSecurity FunctionalityChargesChangeprocedureContingencyAnticipatedgrowthRestrictionsTrainingChangeprocedurefortheServiceLevelAgreement Includeinagreementsonlythosemetricsthatcanbemeasured 服务改进计划 ServiceImprovementPrograms SIPs InitiatewheneveranunderlyingdifficultyisidentifiedwhichadverselyimpactsservicequalityWorkinconjunctionwithProblemManagementandAvailabilityManagementtoimplementwhateveractionsarenecessarytorestoreservicequality SLM过程中可能遇到的问题 没有验证服务目标是否可实现 在签约前缺乏核实过程对服务级别管理重视不够 投入的资源和时间太少服务协议没有得到足够的运营级别协议或支持合同的支持各方的责任定义不明确 从而可能会导致各方推卸责任服务级别协议根据IT而不是结合业务需求来签订 尤其在业务不清楚其业务需求时更是如此对关键流程或业务关注不够拟提供的服务级别未能很好的传递给客户 IT服务财务管理 Objective Toidentifycostsinvolved monitorandifnecessary recovercostsofprovidingITservices IT服务财务管理的目标 Toprovidecost effectivemanagementoftheITassetsandresourcesusedtoprovideITservicesTobeabletoaccountfullyforthecostofITservicesandtoattributethesecoststotheservicesdeliveredtotheorganization sCustomersToassistmanagementdecisionsonITinvestmentsbyprovidingdetailedbusinesscasesforchangestoITservices全面核算IT服务运营成本 并按照向客户提供的服务项目进行分摊为管理层提供IT投资决策所需要的详细资料对支持IT服务运营的IT资产和资源进行成本效益管理 IT服务财务管理的主要活动 预算PredictingandcontrollingtheexpenditureoffundsIT核算Toaccountfullyforthewayfundsarespent particularlytheabilitytoidentifycostsbyCustomer serviceandactivity定价 计费BillingCustomersforservicessuppliedNote ResponsibilityoftensharedwiththeFinancearea 预算 Enablesanorganizationto PredictthemoneyrequiredtorunITservicesforagivenperiodEnsurethatactualspendcanbecomparedwithpredictedspendatanypointReducetheriskofoverspendingEnsuresthatrevenuesareavailabletocoverpredictedspending wherechargingisinplace IT核算 Enablesanorganizationto AccountforthemoneyspentinprovidingservicesCalculatethecostofprovidingITservicetobothinternalandexternalcustomersPerformcost benefitorReturnonInvestment ROI analysisIdentifythecostofchangesCurrentvalueofassets depreciation 定价 计费 Enablesanorganizationto RecoverthecostsoftheITservicesfromtheCustomersoftheserviceOperatetheITorganizationasabusinessunitifrequiredInfluenceUserandCustomerbehavior 定价 计费的策略和方法 市场价格法 thepricechargedbyexternalsuppliers现行价格法 comparabletootherinternalorganizations成本加成法 inputcostplusuplift成本法 totalcostofownership固定价 negotiatedpriceforafixedperiod 定义 Differentialcharging variablechargingratesinordertoinfluenceusageNotionalcharging presentingabilltocustomersforservicesused butnotchargingthem成本模型 costmodel AframeworkinwhichallknowncostscanberecordedandallocatedtospecificCustomers activitiesorothercategoriesSeveraltypesCostsbyService byCustomerorlocation 成本类型 硬件成本软件成本人力成本后勤成本外部服务成本直接成本Canbetracedtoaproduct service costcentre ordepartment间接成本Costincurredinthecourseofmakingaproduct providingaservice orrunningacostcentreordepartment oftencalledOverheads CapitalCosts 固定资产 可以被折旧 ComputerequipmentBuildingandplantSoftwarepackagesOperationalCosts Overhead 租赁 保险 等等 StaffMaintenanceofcomputerequipmentandsoftwareConsultancyservicesorrentalfeesforequipmentSoftwarelicensefeesAccommodationcosts 实现IT财务管理的主要过程 组建管理团队可行性研究系统实施准备工作IT服务工作量预测及预算项目成本预测预算编制确立责任中心计算IT服务项目的成本投资估价后续运营活动收费制作管理报告 IT财务管理的可能问题 IT人员对成本结构 收费机制等缺乏了解 只是IT会计核算系统无效检测 计算 补偿成本都需要非IT服务部门的相关计划信息缺少既懂IT又熟悉会计知识的人员组织缺乏明确的信息系统发展战略目标 使得估计IT需求和确定它们的投资成为难点高管对IT服务的财务缺乏知识 导致各部门不能有效地协同缺少管理层认可 使得财务管理过程不能严肃认真地执行一旦考虑成本 可能导致IT部门跟不上用户需求的变化IT财务管理过程本身的成本可能会超出其产生的效益成本监测工具可能不准确 信息不相关 或是成本太高 能力管理 Mission EnsureITcapacitiesareoptimizedtosupportbusinessrequirements Objective EnsuringcareoftheoptimaluseofITresourcestomeetperformancelevelsagreedtowiththecustomers Therightcapacityattherightplaceattherightprice 目标和范围 目标分析当前的业务需求和预测未来的业务需求 并确保这些需求在制定能力计划时得到了充分的考虑确保当前的IT资源能够发挥最大的效能 提供最优的IT服务绩效确保组织的IT投资按计划进行 避免不必要的资源浪费合理的预测技术的发展趋势 从而实现服务能力与服务成本 业务需求与技术可行性的最佳组合范围所有硬件设备所有网络设备所有软件系统人力资源 关于能力管理的两大定律 摩尔定律In1965GordonMoore oneofthefoundersofIntel observedthateachnewmemorychipproducedcontainedabouttwiceasmuchprocessingCapacityasitspredecessor andthatnewchipswerereleasedevery18 24months Thistrendhascontinuedeversince leadingtoanexponentialincreaseinprocessingpower 帕金森定律Weallknowthatworkexpandstofillthetimeavailabletocompleteit butavariationonthatlawisthat dataexpandstofillthespaceavailableforstorage 能力管理的子流程 业务能力管理Trend forecast model prototypesizeanddocumentfuturebusinessrequirements服务能力管理Monitor analyze tune andreportonserviceperformance establishbaselinesandprofilesofuseforservices managedemandforservices资源能力管理Monitor analyze runandreportontheutilizationofcomponents establishbaselinesandprofilesofuseofcomponents CapacityManagementActivities text BusinessCapacity Management BCM ServiceCapacity Management SCM ResourceCapacity Management RCM Iterative Activities Demand Management Modeling Application Sizing Storageof Capacity Management Data Productionofthe CapacityPlan CDB Coveringallaspectsof BCM SCMandRCM 迭代式的活动 监控gatherutilizationandperformancestatisticsonallservicecomponents establishthresholdsandbaselines分析comparingmonitoringresultswithbaselinesandSLArequirements优化analysismayidentifyopportunitiestobalanceworkloadsandtrafficoralterconfigurations实施doneunderthecontrolofChangeManagement DemandManagement UsedtoinfluencethedemandforcomputingresourcesandtheuseofthoseresourcesConcurrentuse scheduledavailability etc Differentialchargingbasedonoff peakutilization Modeling TrendAnalysisModelingAnalysisbasedonhistoricaldataofresourcesutilizationandserviceperformanceAnalyticalModelingMathematicalanalysisofcomputersystems queuingtheory SimulationModelingAnalysisofdiscreteevents transactions arrivalrates etc BaselineModelsCurrentperformanceachievementsareusedtodeterminepredictivebehaviors Whatif ApplicationSizing Understandingtherequirementsfrombothaserviceandcomponentperspectiveallowsforthedevelopmentofadequatecapacityduringthedesignandimplementation CapacityDatabase CDB UsedtostoreallcapacityandperformancedatafromallthenecessarysystemcomponentsAllthedatarequiredandproducedbyeachofthesub processesisstoredintheCapacityDatabase CDB StronglylinkedwiththeCMDB 能力计划的内容 IntroductionandcommentsincludingscopeoftheplanandmethodsusedAssumptionsmadeManagementsummaryBusinessscenariosServiceSummaryincludingcurrentandrecentserviceprovisionandforecastsResourceSummaryincludingcurrentandrecentresourceusageandforecastsOptionsforserviceimprovementCostModelRecommendations 能力管理可能遇到的问题 缺乏实施能力管理所必需的资金和技术需求管理不力 客户对服务的期望超出了IT部门的技术能力对从服务绩效调整中获得的收益寄予了过高的期望设备制造商或供应商提供了不真实的设备性能参数由于业务或安全方面的原因而使得必要的业务信息无法取得不准确的业务预测信息使得能力规划不能满足未来的服务需求系统的监控难以有效进行 IT服务持续性管理 Mission Ensurecapabilitytorestoreservicesintheeventofadisasteraccordingtobusinessrequirementsaswellasreducevulnerabilityofdisasters Objective Toplantocopewith andrecoverfrom anITcrisiswhichrequiresthatworkismovedtoanalternativesysteminanon routineway IT服务持续性管理的目标 TosupporttheoverallBusinessContinuityManagementprocessbyensuringthattherequiredITtechnicalandservicesfacilitiescanberecoveredwithrequired andagreed businesstimescales通过确保服务运营所需的IT技术和服务措施能够在要求和约定的时间内得到恢复 从而为总体的业务持续性管理提供支持 ImpactofContingencies 93 ofcompaniesthatsufferasignificantdatalossareoutofbusinesswithinfiveyears TheU S BureauofLabor 98 ofCIO spolledagreeontheimportanceofadisasterrecoveryplan 25 ofthemdonothaveone RHIConsultingsurvey TheFBIestimatesthatcomputercrimein1996cost 10billionintheUSDisgruntledemployeesarethelargestandmostdamagingsinglerisksource andgrowingeveryyear NationalComputerSecurityAssociation UnderUSFederalLaw seniormanagementispersonallyliablefortheeffectiveprotectionofallvitalcorporateassets includingdata AverageFinancialImpact One HourDataCentreDownTime TelephoneTicketSales 69 900AirlineReservationCentres 89 500RetailCatalogSalesCentres 90 000Infomercial800 Number 199 500CreditCardSalesAuthorization 2 6MRetailBrokerageFirm 6 5MNYSE 3 2M MinuteIndustrynormssuggestthat99 5 serviceavailability orupto43hoursofunplanneddowntimeand50hoursofplanneddowntimeperyear is Outstanding 2001GartnerGroup Inc report 范围 VariesfromorganizationtoorganizationbutisaffectedbyTheorganization sdependenceontechnology itsinfrastructureandexternalprovidersofsupportservicesThenumberandlocationofofficesandtheservicesperformedateachThenumberofcriticalbusinessprocessesandthelevelofintegrationbetweenthemThelevelofservicesthatneedtobeprovidedtothebusinesstosupportthosecriticalbusinessprocessesAnylimitationsintheprovisionofITServiceContinuityManagementmechanisms requirements Theorganization sattitudetowardsriskTheriskscoveredbyITSCMtendtobethosethatcouldresultinseriousdisruptiontobusinessprocessesITSCMdoesnotusuallycoverlonger termrisksdirectlysuchasthosefromchangesinbusinessdirection restructuring etc Similarlyitdoesnotusuallycoverminortechnicalfaultsunlessthereisthepossibilityofamaterialimpactonabusinessprocess 危机 Crisis 的定义 AnunplannedsituationinwhichunavailabilityofoneormoreITserviceswillexceedtimeperiodthresholdvaluesagreedtowiththecustomer IT服务持续性管理的主要活动 定义需求和战略业务影响度分析风险评估业务持续性战略执行风险管理形成ContingencyPlan测试 BusinessImpactAnalysis BusinessImpactAnalysis BIA HowmuchtheorganizationstandstoloseasaresultofadisasterorotherservicedisruptionandthespeedofescalationofthoselossesIdentifiesCriticalbusinessprocessesThepotentialdamageorlossthatmaybecausedtotheorganizationasaresultofadisruptiontoacriticalbusinessprocessTheformthatthedamageorlossmaytakeincludinglostincome additionalcosts damagedreputation lossofgoodwill lossofcompetitiveadvantageHowthedegreeofdamageorlossislikelytoescalateafteraservicedisruptionThestaffing skills facilitiesandservicesnecessarytoenablecriticalandessentialbusinessprocessestocontinueoperatingataminimumacceptablelevelThetimewithinwhichminimumlevelsofstaffing facilitiesandservicesshouldberecoveredThetimewithinwhichallrequiredbusinessprocessesandsupportingstaff facilitiesandservicesshouldbefullyrecovered 风险评估 Analysis Identifyrisksfromacomponentperspective e g riskstoparticularITservicecomponents assets thatsupportthebusinessprocesswhichcauseaninterruptiontoservice Assessthreats vulnerabilitiesandassumptionThreat whatcouldhappen Vulnerability whatisthelikelihoodandeffect ALLassumptionsareyourrisk Assessthelevelsofrisk 业务持续性战略 侧重预防还是侧重快速恢复 Thisdrivestheselectionofriskreductionmeasures Anorganization sstrategyisabalancebetweenthecostofriskreductionmeasuresandrecoveryoptionstosupporttherecoveryofcriticalbusinessprocesseswithinagreedtimeframes RiskManagementOptions 束手无策基于手册的人工恢复与战略伙伴建立互惠协议逐渐恢复 coldstandby72 hours 中期恢复 warmstandby24 72hours 紧急恢复 hotstandby 24hours RecoveryFacilities 逐渐恢复AccommodationsPowerEnvironmentalcontrolsNetworkcablinginfrastructureTelecommunications中期恢复AllAboveOperations systemmanagementandtechnicalsupportProcessors peripheralsandcommunicationsequipment紧急恢复AllAboveOperatingsystems applicationsanddatamirroredfromtheoperationalservers ITServiceContinuityManagementPlans Containstheinformationnecessaryforcriticalsystems servicesandfacilitiestoeithercontinuetobeprovidedortobereinstatedwithinanacceptableperiodforthebusinessEnsurethattherearesufficientdetailstoenableatechnicalpersonnotfamiliarwiththesystemtobeabletofollowtheproceduresIncludekeydetails suchasdatarecoverypoints alistofdependentsystemsandthenatureofthedependencyandtheirdatarecoverypoints systemhardwareandsoftwarerequirements configurationdetailsandreferencestootherrelevantoressentialinformationaboutthesystem Provideachecklistthatcoversspecificactionsrequiredduringallstagesofrecoveryforthesystem TestingthePlan InitiallyAnnuallyAfteranysignificantchange BenefitsofITServiceContinuityManagement TheabilitytorecoverservicesinacontrolledmannerMinimaldisruptionofbusinessAbilitytoreturntonormalReductionofthenumberofrisksthroughriskanalysisRealizationthattheriskistobusiness notIT 可用性管理 Mission OptimizeavailabilityofITservicesthroughproactiveandreactivesupportofservicesinalignmentwithwithbusinessrequirementsatajustifiablecost Objective ToensurethelevelofITServiceavailabilityagreedwiththecustomerthroughthecorrectuseofresources methods andtechniques Goal Toplan measure monitorandcontinuouslystrivetoimprovetheavailabilityoftheITinfrastructure servicesandsupportingorganizationaccordingtotheAvailabilityrequirementsofthebusiness Scope AllnewITServicesandforexistingserviceswhereServiceLevelRequirements SLRs orServiceLevelAgreements SLAs havebeenestablishedThoseITServicesthatarebusiness criticalregardlessofwhetherformalServiceLevelAgreements SLAs existSuppliers internalandexternal thatformtheITsupportorganizationpriortothecreationofaformalServiceLevelAgreement SLA AllaspectsoftheITInfrastructureandsupportingorganizationwhichmayimpactavailability includingtraining skills policy processeffectiveness proceduresandtools GuidingPrinciples AvailabilityisatthecoreofbusinessandUsersatisfactionRecognizingthatwhenthingsgowrong itisstillpossibletoachievebusinessandUsersatisfactionImprovingAvailabilitycanbeginonlyafterunderstandinghowtheITServicessupportthebusinessMustconsiderAvailabilityfromanITServiceandcomponentperspective 可用性管理的术语 可用性AvailabilityistheabilityforanITServiceorcomponenttoperformitsrequiredfunctionatastatedinstantoroverastatedperiod可靠性Reliabilityishowlongcanitperform恢复能力Resilienceisfaulttolerance可维护性Maintainabilityistheabilitytoretainorrestoreittoanoperationalstate internal 适用性ServiceabilityasMaintainabilitybutforexternalsuppliers安全性SecurityConfidentiality IntegrityandAvailabilityofthedataassociatedwithaservice anaspectofoverallavailability Definitions VitalBusinessFunction VBF abusiness criticalelementofthebusinessprocesssupportedbyanITserviceConfidentiality IntegrityandAvailability CIA 安全管理的关键 Agreedservicetime downtime Availability x100Agreedservicetime AvailabilityManagementActivities RealizingAvailabilityRequirementsDeterminingtheVitalBusinessFunctions VBFs andtheimpactofITcomponentfailureDefiningthetargetsforAvailability ReliabilityandMaintainabilityfortheITInfrastructurecomponentsthatunderpintheITServiceforServiceLevelAgreements SLAs OperationalLevelAgreements OLAs andUnderpinningContracts UCs EstablishingthemeasuresandreportingofAvailability ReliabilityandMaintainabilitythatreflectthebusiness UserandITsupportorganizationperspectivesCompilingtheAvailabilityPlanMonitoringandtrendanalysisofAvailability ReliabilityandMaintainabilityofITcomponentsReviewingITServiceandcomponentAvailabilityandidentifyingunacceptablelevelsInvestigatingtheunderlyingreasonsforunacceptableAvailability DesignActivity Designingforavailability Proactiveperspective ThetechnicaldesignoftheITinfrastructureandthealignmentoftheinternalandexternalsuppliersrequiredtomeettheavailabilityrequirementsoftheserviceDesigningforrecovery Reactiveperspective ThedesignpointsrequiredtoensurethatintheeventofanITservicefailure theservicecanbereinstatedtoresumenormalbusinessoperationsasquicklyaspossible DesigningforAvailability IdentifyavailabilityrequirementsforhardwareandsoftwareIdentifyavailabilitymeasurementpointsProviderequirementsfornew enhancedsystemmanagementDeterminethespecificationofreliability maintainabilityandserviceabilityrequirementsforcomponentssuppliedbyinternalandexternalsuppliersValidatethefinaldesign DesigningforRecovery IdentifybusinessneedsforrecoveryIdentifytheprocesses proceduresandtoolsrequiredbyITtoprovidetechnicalrecoveryAvailabilityManagementiscomplementarytotheServiceDeskandIncidentManagementprocesses AvailabilityManagement AvailabilityManagementProcess EDSProprietary AvailabilityManagement BusinessAvailabilityRequirements BusinessImpactAssessment Reliability Availability MaintainabilityRequirements ServiceLevelAchievements IncidentandProblemData ConfigurationandMonitoringData AgreedtargetsforAvailability Maintainability Reliability ITInfrastructureResilienceandRiskAssessment ReportsontargetsAvailability Maintainability Reliability AvailabilityMonitoring AvailabilityImprovementPlans AvailabilityandRecoveryDesignCriteria TheMonetaryImpactofUnavailability Source ITIL CCTACrownCopyright2000 MethodsandTechniques ComponentFailureImpactAssessment CFIA FaultTreeAnalysis FTA CCTARiskAssessmentManagementMethodology CRAMM SystemOutageAnalysis SOA TheExpandedIncidentLifecycleContinuousImprovementTechnicalObservationPost TOP CalculatingAvailability Server Minicomputer Workstation Network 99 8 98 99 5 96 HostxNetworkxServerxWorkstation Availability 0 998x0 98x0 995x0 96 0 934 93 4 ExpandedIncidentLifecycle Diagnosis ResponseTime Repair Recovery Restoration NextIncident RepairTime RecoveryTime TimetoRepair MTTR downtime TimeBetweenSystemIncidents MTBSI TimeBetweenFailures MTBF uptime ITIL回顾和参考资料 两个核心模块框架 而非具体的操作和改进建议需要结合IT服务管理工具来进行应用实施IT服务管理一定要得到企业高级管理层的支持参考资料 IT服务管理 概念 理解和实施 孙强等著 机械工业出版社 ISBN7 111 13492 3 ITIL认证考试 http www itil org 考试联系方式 上海 黄琴上海信息化培训中心Tel 021 52550054E mail huangq MSN qinyellow sjtu 上海市华山路1076号上海市信息中心 TheAvailabilityPlan ActualversusagreedlevelsofAvailabilityActivitiesbeingprogressedtoaddressshortfallsinAvailabilityforexistingITServicesDetailsofchangingAvailabilityrequirementsforexistingITServicesandtheoptions