DS13 Operations Management

DS13: Operations Management

1. Description

Scheduling support activities which is recorded and cleared for the accomplishment of all activities goal so that important IT support functions are performed regularly and in an orderly fashion.

2. Control Objectives

Processing Operations Procedures and Instructions Manual - establish and document standard procedures for information technology operations (including network operations). All information technology solutions and platforms in place should be operated using these procedures, which should be reviewed periodically to ensure effectiveness and adherence.
Startup Process and Other Operations Documentation - ensure that the operations staff is adequately familiar and confident with the start-up process and other operations tasks by having them documented, periodically tested and adjusted when required.
Job Scheduling - ensure that the continuous scheduling of jobs, processes and tasks organized into the most efficient sequence, maximizing throughput and utilization, to meet the objectives set in service level agreements. The initial schedules as well as changes to these schedules should be appropriately authorized. Procedures should be in place to identify, investigate and approve departures from standard job schedules. Procedures should require processing continuity during operator shift changes by providing for formal handover of activity, status updates and reports on current responsibilities.
Departures from Standard Job Schedules - Procedures should be in place to identify, investigate and approve departures from standard job schedules
Processing Continuity - Procedures should require processing continuity during operator shift changes by providing for formal handover of activity, status updates and reports on current responsibilities.
Operations Logs - guarantee sufficient chronological information is stored in operations logs to enable the reconstruction, timely review and examination of the time sequences of processing and other activities surrounding or supporting processing,
Safeguard Special Forms And Output Devices - Physical safeguards, sensitive devices, accounting, protection
Remote Operations - ensure that the connection and disconnection of the links to the remote site(s) are defined and implemented.

3. Key Goal Indicators

A measured reduction in delays and deviations from schedules
A measured completion of output media produced and delivered to the proper destination
A measure of resources available on time and on schedule
A measured reduction in operations related errors
A reduced amount of scheduled as well as unscheduled downtime due to operations interventions
A reduced overall cost of operation in relation to the overall processing load

4. Key Performance Indicators

A measured completion of the computing process at various stages
A measured reduction in operator intervention
Reduced number of problems, delays and deviations
Reduced number of reruns and restarts
Reduced amount of unplanned maintenance
Reduced number of unscheduled jobs and events
Increased number of user controlled parameter settings
Measured congruence between user demand and availability of resource capacity
Frequency of analysis and reporting conducted to monitor operations performance
Frequency of back-up check-ups
Average age of equipment

5. Critical Success Factors

Operations instructions are well defined, according to agreed upon standards, and with provision of clear cut-off and restart points
There is a high degree of standardisation of operations
There is close co-ordination with related processes, including problem and change management functions, and availability and continuity management
There is a high degree of automation of operations tasks
Operational processes are re-engineered to work effectively with automated tools
Rationalisation and standardisation of systems management tools is implemented
Input and output handling is, as much as possible, confined to the users
Changes to job schedules are strictly controlled
There are strict acceptance procedures for new job schedules, including documentation delivered
Preventive maintenance schemes are in place
Service support agreements with vendors are defined and enforced
Clear and concise detection, inspection and escalation procedures are established

6. Service Maturity Variations

0 Non-existent	The organisation does not devote time and resources to the establishment of basic IT support and operations activities.
1 (Initial/Ad Hoc)	The organisation recognises the need for structuring the IT support functions. However, no standard procedures are established and the operations activities are reactive in nature. The majority of operations are not formally scheduled and processing requests are accepted without prior validation. Computers supporting the business processes are frequently interrupted, delayed and unavailable. Time is lost while employees wait for resources. Systems are not stable or available and output media sometimes show up in unexpected places or not at all.
2 (Repeatable but Intuitive)	The organisation is fully aware of the key role that IT operations activities play in providing IT support functions. In addition, the organisation communicates the need for co-ordination between users and systems operations. Budgets for tools are being allocated on a case-by-case basis. IT support operations are informal and intuitive. There is a high dependence on the skills and abilities of individuals. The instructions of what to do, when and in what order, are not documented. There are no operating standards and no formal operator training exists. Management does not measure the meeting of schedules by IT operations or analyse delays.
3 (Defined Process)	The need for computer operations management is understood and accepted within the organisation. Resources have been allocated and some on-the-job training occurs. The repeatable functions are formally defined, standardised, documented and communicated to operations and customer personnel. The events and completed task results are recorded, but reporting to management is limited or non-existent. The use of automated scheduling and other tools is extended and standardised in order to limit operator intervention. Other regular IT support activities are also identified and related tasks are being defined. Strict controls are exercised over putting new jobs in operation and a formal policy is used to reduce the number of unscheduled events. Maintenance and service agreements with vendors are still informal in nature.
4 (Managed and Measurable)	The computer operations and support responsibilities are clearly defined and ownership is assigned. Operations are supported through resource budgets for capital expenditures and human resources. Training is formalised and ongoing, as part of career development. Schedules and tasks are documented and communicated, both internal to the IT function and to the business client. It is possible to measure and monitor the daily activities with standardised performance agreements and established service levels. Any deviations from established norms are quickly addressed and corrected. Management monitors the use of computing resources and completion of work or assigned tasks. An on-going effort exists to increase the level of process automation as a means of ensuring continuous improvement. Formal maintenance and service agreements are established with vendors. There is full alignment with problem and availability management processes, supported by an analysis of the causes of errors and failures.
5 Optimized	IT support operations are effective, efficient and sufficiently flexible to meet service level needs quickly and without loss of productivity. Operational IT management processes are standardised and documented in a knowledge base and is subject to continuous improvement. Automated processes that support systems operate seamlessly and contribute to a stable environment that is transparent to and usable by the user. This allows users to maximise alignment of IT operations with their needs. All problems and failures are analysed to identify the root cause. Regular meetings with change management ensure timely inclusion of changes in production schedules. In co-operation with the vendor, equipment is analysed for age and malfunction symptoms and maintenance is mainly preventive in nature.