Conclusion List of sources used

FEATURES OF ITSM IMPLEMENTATION
When implementing ITSM in any organization, it is necessary to solve diverse problems of accounting for the impact of different types of factors on the implementation of ITSM processes, choosing from all methods and means of implementing the processes those that will give the greatest positive effect in the future. Using a specific example of the implementation of the "Incident Management" process in one of the TNK divisions, we will consider the features of the implementation of the IT service management methodology, which were identified during the implementation of the project by the I-Teco employees.
The implementation of the ITSM methodology presupposes the reengineering of the organization's auxiliary business processes related to the maintenance of information systems. As a result, if necessary, the structure of existing IT services can change, as well as the role of each employee of these services. Therefore, an important condition for the successful implementation of ITSM is management support, as well as active participation in the implementation of the employees themselves. The TNK project had significant support from the management of the RTC, and for its implementation a joint project team was formed from the customer and the contractor's specialists. One of the key points in the implementation of the ITSM methodology is to use the recommendations set out in the ITIL (Information Technology Infrastructure Library) library of best IT practices. These recommendations describe the possible methods and means for the implementation and implementation of processes for the operation of IT services, as well as the relationship between these processes. In this regard, the essence of any ITSM implementation project, as it seems at first glance, is quite simple. It consists in choosing and implementing from the ITIL recommended only those methods and means of implementing ITSM processes that will provide positive effects for a particular organization. During implementation, the selected methods, methods and means should be "adjusted" taking into account the size, structure and implementation features of the main business processes of a particular organization. In fact, it turns out to be not so easy.
ITSM is being implemented in stages; at each stage within the framework of the corresponding project one or several processes can be implemented. There are three typical options for starting implementation: with the "Incident Management" process; from the Service Level Management process; from the process "Configuration Management" [1-3].
Factors affecting the implemented process
One of the important stages in the implementation of the Incident Management process is the development of a model for the implementation of this process in the future (the “as it will be” model), which included the formation of the structure of the VAC and the algorithm for the activities of its employees during the implementation of the Incident Management process.
In accordance with ITIL, the algorithm for implementing this process is based on the life cycle of the incident, and the process itself should be one of the main functions of the VAC.
In this regard, when developing the model "to be", factors influencing the structure of the VAC and the activities of its employees were taken into account. These factors ITIL recommends include, in particular:

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  real and required budget of the organization;
  
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  the scale and structure of the organization;
  
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  number, professional level, mode of operation of users;
  
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  the number, professional level, working hours and workload of IT
  
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  service employees; staff turnover;
  
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  the number and requirements for reducing the time for resolving incidents and processing other requests from users.
  

The ITIL materials do not provide guidance on how to account for the effects of such diverse factors. Therefore, first of all, a list of tasks was determined that needed to be solved in order to take into account all the factors affecting the structure and activities of the CDS, and an algorithm for the process "Incident Management" was developed. In general, such an algorithm is shown in Fig. 2, which shows as an example three factors affecting the Incident Management process: the factor of staff turnover; the factor of the diversity of the served systems; factor of remoteness of the components of the serviced systems. In the center of the figure are the tasks that had to be solved to take into account the impact of these factors: the task of ensuring the relevance of the data; the task of training CDS employees; task dispatching problem.
The figure also shows which steps in the Incident Management process are impacted by these tasks. As a result of the system analysis, the following was established.
The task of ensuring the relevance of data (for example, about users and their organizational structures) is associated with ensuring the integration of the created system for automating the activities of the CDS with other information systems, therefore it belongs to the tasks of the system-technical plan.
The task of training CDS employees is primarily associated with the development of a training program. Conducting trainings should enable VCS staff to acquire skills in implementing and supporting the operation of the Incident Management process. At the same time, they must learn not only to work with the automated VAC system being created, but also to monitor compliance with the rules of the process by all other participants.
The dispatching task is associated with the need for a hierarchical or functional escalation of the received application so that the work on it is completed by the deadline by the responsible specialists of the relevant department of the RTC. Thus, the dispatching problem belongs to the field of operations research. Features of the implementation of the process "Incident Management"
Keeping data up to date
The task of keeping the data up to date is a task of the systems engineering plan, therefore recommendations for its solution are not included in the ITIL materials. This task can be solved by integrating the dispatch service automation system with other information systems. The most acceptable are two main solutions:
synchronous updating of information in the databases of the CDS and other information systems;
periodic updating of information taken from other automated systems in the CDS database
The main disadvantage of the first option is that it requires significant improvements in the software of both the dispatching service itself and other information systems and, accordingly, significant financial costs. The main disadvantage of the second option is that after its implementation, the corresponding information will not be updated in real time in the dispatching service system.
The choice of a solution is determined by the requirement to update information in the automated dispatch service system and the amount of funds allocated for its creation or modernization. Therefore, you should choose the option that will allow you to get the greatest positive effect in the future. In this case, this effect is determined by the degree of automation of the data update procedure.
The requirement for synchronous updating of information in databases was not imposed on the system for automating the activities of the CDS: this was taken into account in advance in the budget and in the terms of the project. In this regard, the task of updating the database of the CDS system was solved on the basis of periodically importing information into it, taken from other automated systems of the RTC. At the same time, specialized functions and procedures were developed and introduced into the VTS automation system, which made it possible to carry out such integration.
In addition, the integration of the CDS automation system with the system for monitoring the state of information systems maintained by the RTC was carried out. The monitoring system is based on the HP OpenView Service Desk software product. Integration with the monitoring system allowed VCS employees to receive information about critical events that led (or could lead) to a malfunction of various components of information systems, and also made it possible to automatically generate requests for servicing these systems and transfer them to the appropriate RTC specialists. This significantly reduced the time to detect and eliminate faults and other incidents.
The VTS automation system was integrated with the postal system. As a result, TNK employees were able to submit requests for service and assistance to the CDS not only by phone, but also by e-mail.
Training of CDS employees
The learning objective is outlined in the ITSM methodology; refer to ITIL for guidance. But Russia also has unique experience in solving similar problems. In particular, an example is the project to create a single service "01", which is being implemented under the leadership of the Ministry for Emergency Situations of the Russian Federation and envisages in each city of Russia to unite the dispatching services of the ambulance, the Ministry of Emergencies and the fire service into a single dispatching service. To solve the problem of training employees of the unified dispatching service, the Ministry of Emergency Situations developed and approved the corresponding state educational standard.
During the implementation of the project, TNK considered two possible options for solving the training problem - either by organizing and implementing specialized training for VTS dispatchers, or by attracting specialists from various IT services to work in VTS. Considering that ITIL recommends taking into account the high turnover of personnel in dispatch services, the first option turns out to be not only time-consuming but also expensive. This option is advisable to use when implementing projects of large scale and timing.
The second option is based on ITIL recommendations, which prescribe the involvement of IT specialists to work in the dispatch service on a permanent or temporary basis. This greatly simplifies the implementation of the "Incident Management" process and, accordingly, reduces the cost of training dispatch service employees.
The budget and timing of the project in TNK did not provide for specialized training for employees of the newly created CDS; however, training only for dispatchers would not fully meet the requirements for their professional skills. Therefore, following the recommendations of ITIL, it was decided to include engineers from various technical services of the RTC into the CDS. A comprehensive training program for VCS staff was developed, taking into account the use of an appropriate automated system. As a result, the employees of the CDS acquired the skills that allow not only to work with this system, but also to monitor compliance with the rules of the Incident Management process as a whole.
A comprehensive training program for VCS staff was developed, taking into account the use of an appropriate automated system. As a result, the employees of the CDS acquired the skills that allow not only to work with this system, but also to monitor compliance with the rules of the Incident Management process as a whole.
Dispatching requests
ITIL does not have any specific recommendations for solving the problem of dispatching tickets; its solution is multivariate.
As a rule, two key requirements are imposed on solving the task dispatching problem:
the application should only be assigned to the responsible person in the relevant IT service;
the time between the receipt of an application by the dispatching service and the start of work on it should be minimal.
To solve the scheduling problem, taking into account the fulfillment of the first requirement, it was necessary to apply the scheduling theory. In order to satisfy the second requirement, the project used optimization methods with zonal, dynamic and combined methods of organizing services.
The essence of the zonal method of organizing services is that the entire territory with the serviced objects located on it is divided into zones. The application is assigned to the specialist who is assigned to the zone where this object is located. This does not take into account the specialist's current workload at the time of assigning him a new application. The dynamic method assumes that the application is assigned only to a free specialist who, at the time of receipt of the application, is closest to the given object. The combined method of organizing service is based on a combination of the two listed methods.
Each of these methods of organizing services has its own advantages and disadvantages. The solution to the dispatching problem is based on the choice of the method of organizing services (or their combination), which will allow the most efficient maintenance of information systems components and support for their users. Efficiency is determined by the minimum maintenance time and the cost of maintenance should not exceed predetermined ones.
The complexity of solving the dispatch problem in the project for the implementation of ITSM in the RTC was that the VTS employees had to send requests for servicing the components of various information systems only to the relevant specialists of the RTC divisions. The components of these systems were located at more than 1,500 objects located on an area of ​​200 sq. km. Before the start of the project, the departments of the RTC used different methods of organizing services. Thus, the solution to the dispatch problem, taking into account all the requirements, was not to create a new one, but to improve the existing service organization.
When solving the dispatching problem, large amounts of statistical data were used, and as a result, a dispatching table was formed. Also, procedures have been developed that allow the CDS system to automatically assign applications to responsible specialists, while simultaneously keeping the dispatch tables up to date.
Maintaining the relevance of the dispatch table has become one of the key points of the developed technology for improving the "Incident Management" process. The procedures for maintaining the relevance made it possible in the VAC system to automatically determine and appoint a responsible specialist included in the dispatch table or indicate his absence in the table. This made it possible to automatically inform the administrator of the reference books of the CDS system about all the shortcomings in the table, simplifying the very process of adjusting dispatching. Thanks to the clarity of this table, the process of training new VTS employees has become much easier.