Shulou(Shulou.com)06/01 Report--

With the deepening of organizational information construction, the focus of informatization has shifted from IT construction to IT operation and maintenance. the increasing difficulty of IT operation and maintenance, the rising cost of IT operation and maintenance, the uneven service level of IT operation and maintenance, and the frequent occurrence of emergencies have caused some trouble to IT managers.

The Perplexity faced by 1.1IT Operation and maintenance Service

With the continuous deepening and improvement of IT construction, the operation and maintenance of computer hardware and software systems has become a common concern and overwhelmed by leaders of various industries and information service departments. according to statistics, IT operation and maintenance services account for about 80% of the workload of IT departments. The following phenomena generally exist in IT operation and maintenance:

1IT operation and maintenance work is too busy to be taken seriously.

A common phenomenon in the work of IT operation and maintenance staff is that they are "too busy to sit down". Every IT operation and maintenance staff is very busy, solving and dealing with problems among various business departments everywhere, just like "firefighters". Although so busy, business people often complain that "no one can be found", "problem solving is too slow" and so on. The work of IT operation and maintenance service personnel has not been recognized by the business department, and the workload is difficult to quantify. The operation and maintenance department or the information department, as the business support department of the unit, has a weak say in the strategic planning project establishment of the information system, not to mention the decision-making power, and is often involved in the management and maintenance of the system after the project construction is completed. until it's too late to find the problem.

The 2IT system is complex, the maintenance is difficult, and the risk pressure is high.

With the continuous investment of organizational informatization, the hardware facilities and software systems of the organization are increasing, and the increase of software and hardware equipment increases the complexity of IT operation and maintenance to a certain extent, including all kinds of development systems, various application architectures, equipment of different brands, etc., which requires continuous increase of manpower input, and the cost of IT operation and maintenance remains high. For the units with high requirements for business continuity, the loss of system downtime is huge, and the pressure of the operation and maintenance department can be imagined. Due to the lack of systematic asset management in some units, it is difficult for the operation and maintenance department to know exactly how many IT assets the company has and whether the company needs to buy new machines. During the audit at the end of the year, the whole team struggled for many days to complete the IT asset inventory of the unit, but there will be many changes in the coming year due to equipment scrapping or employee turnover, and it is still impossible to grasp accurate data in real time.

(3) the technical personnel are difficult to train and have high mobility.

Most of the time, the operation and maintenance staff are carrying out simple and repetitive work, and it is difficult to get the affirmation of the end users. They privately use "mediocrity" and "poor and busy people" to describe themselves. People are distracted and self-recognition is low. The turnover rate of the team is high. It is often the case that someone finally becomes a skilled worker but resigns because he does not see career prospects or feels undervalued. The departure of these backbone forces will cause fluctuations in customer satisfaction and the quality of operation and maintenance for a long time.

(4) the service provider is difficult to manage, the technical level is uneven, the service is not timely, and the problems can not be solved in time.

There are certain risks in IT operation and maintenance service outsourcing, the key is that the management of IT operation and maintenance service outsourcing suppliers is not in place, which is embodied in the neglect of review in the bidding process, the neglect of supervision in the process supervision, and the neglect of assessment in the post evaluation. By strengthening the investigation of the supplier's qualification, ability level and case in the bidding process, we can effectively include the entry gate; through strengthening the supervision in the service process, we can find the abnormality of the supplier's service provision ability in time; through the ex post evaluation, we can establish the supplier's exit mechanism to ensure that the supplier provides excellent service.

1.2 Analysis of IT operation and maintenance service

As can be seen from the above phenomena, the root causes of all the problems of IT operation and maintenance services are not technical problems, but management problems, including process management, evaluation management, emergency management and so on. It mainly includes:

The management mode of 1IT operation and maintenance service is lack of innovation.

IT operation and maintenance service management includes self-management and outsourcing management. with the increase of the complexity of IT system, the requirement for IT operation and maintenance capability is higher and higher, and the cost of self-operation service is far greater than that of outsourced service. in some non-critical areas, the innovative management mode of IT operation and maintenance service outsourcing should be introduced to reduce service costs and liberate the organization's own IT operation and maintenance personnel. Do more valuable and meaningful work.

The management of 2IT operation and maintenance service is not standard.

The fundamental reason why IT operation and maintenance service personnel are very busy but can not be recognized by business units is the lack of basic communication language of IT operation and maintenance services between the two sides, that is, the unclear management norms of IT operation and maintenance services, resulting in unclear business departments' understanding of which services are provided by IT operation and maintenance service departments, the process of providing services, and the evaluation indicators of services. At the same time, it also leads to unclear job responsibilities of IT operation and maintenance staff, unsmooth transfer of work among personnel, lack of supervision in the service process, and so on.

(3) the design of work division is unreasonable and echelon construction is neglected.

The root of the problem of personnel management is that the assignment of operation and maintenance work is unreasonable and the performance can not be assessed. If the operation and maintenance personnel are divided into first-line, second-line and third-line support, different operation and maintenance personnel will perform their respective duties, which can make rational use of the limited operation and maintenance strength, and the overall work efficiency will be significantly improved; at the same time, it is also convenient to evaluate their work performance. Then formulate the corresponding reward and punishment measures, or provide different service skills training for different positions, can also improve the enthusiasm of employees. At the same time, strengthening the construction of the internal knowledge system of the operation and maintenance team is conducive to the accumulation of internal knowledge, rapid training of new employees and reducing the impact of core staff turnover.

4IT operation and maintenance service provider management is not in place.

There are certain risks in IT operation and maintenance service outsourcing, the key is that the management of IT operation and maintenance service outsourcing suppliers is not in place, which is embodied in the neglect of review in the bidding process, the neglect of supervision in the process supervision, and the neglect of assessment in the post evaluation. By strengthening the inspection of the supplier's qualification, capability level and case in the bidding process, we can effectively check the supplier's qualification; through strengthening the supervision in the service process, we can find the abnormality of the supplier's service provision ability in time; through the ex post evaluation, we can establish the supplier's exit mechanism to ensure that the supplier provides excellent service.

Here can be a scientific way to manage IT operation and maintenance services.

IT operation and maintenance services include self-owned operation and maintenance, outsourcing operation and maintenance, and the combination of own operation and outsourcing. The following will describe the management under two different modes.

2 IT operation and maintenance management based on best practices

2.1 Overview of ITIL

IT operation and maintenance management as the main category of IT service management, the current international research and demonstration is relatively mature, the main achievements include ISO20000 series of international standards and ITIL best practice methodology, the two are consistent on the theoretical basis, the difference lies in the standard and standard practice. Let's take ITIL as an example to introduce the best practices of IT operation and maintenance management.

ITIL is a process-based methodology. The IT department can use it to check whether the required IT services are delivered to the end user in a controlled and trained way. ITIL incorporates a set of best practices that can be applied to almost all IT organizations, regardless of size or technology. ITIL is used to establish and deliver service management processes; these management tasks can be simplified by some service and system management tools.

ITIL makes a systematic analysis of many important issues involved in IT services management practices, including comprehensive checklists (checklist), tasks, procedures, responsibilities, and other issues that are closely related to any IT service organization. The definitions of these concepts also cover the main behaviors of most IT service organizations. IT service organizations can establish and expand their own IT service processes with the guidance of ITIL.

The core facilities of ITIL V3 are based on the service life cycle. As shown in the figure under the service life cycle framework, service strategy is the axis of life cycle operation; service design, service transformation and service operation are the implementation stages; and service improvement lies in the positioning of services and the optimization and improvement of related processes and projects based on strategic objectives.

2.2 five modules of ITIL

The modules included in ITIL V3 are as follows:

(1) Service Strategy (Service Strategy)

Service strategy provides guidance for organizations to design, develop and implement service management from the strategic perspectives of organizational capabilities and strategic assets. This part puts forward the strategy, guide and process of the whole service life cycle in the practice of service management. Service strategy is the basis of service design, service transformation, service operation and service improvement. Its themes include market development, internal and external service delivery, service assets, service catalogue, and the implementation of strategies throughout the service life cycle.

(2) Service Design (Service Design)

Service design describes knowledge of service and service management process design and development. It includes principles and methods for transforming strategic objectives into service portfolios and service assets. The scope of service design is not limited to new services. It also includes the implementation of necessary changes and improvements in the service life cycle to maintain and increase customer value, service continuity, service level satisfaction, and standards. Compliance with the rules. It instructs organizations on how to develop design service management capabilities.

(3) Service conversion (Service Transition)

Services are transformed into guidance on how to transform new or changed services into the development and improvement of capabilities in the process of operation, and service strategy requirements are coded through service design. Service transformation is to explore how to effectively import this code into the system of service operation, at the same time, the risk of failure and service interruption should be controlled.

(4) Service Operation (Service Operation)

Service operation includes the practice of service operation, which provides guidance on how to achieve the effect and efficiency of service support and delivery, ensure the value of customers and service providers, and finally achieve strategic goals through service operation.

(5) continuous Service improvement (Continual Service Improvement)

Service improvement provides guidance for creating and maintaining customer value with more optimized service design, transformation, and operations. It combines the principles, practices and methods of quality management, change management and capability improvement. Organizations should learn to continuously improve and improve their awareness of service quality, operational efficiency and business continuity. In addition, it provides guidance on how to improve the relationship between achievements and service strategy, service design and service transformation, and provides ideas for the establishment of a closed-loop feedback system based on PDCA to form planned changes.

2.3 ITIL key processes

In the IT operation and maintenance service system, ITIL is a set of methods and rules based on process. In the construction of organizational informatization, ITIL can guide the information department to provide more efficient and reliable services to users. The following is a brief introduction to these key processes.

(1) help desk

The help desk is the only platform for users to communicate with the IT department. The help desk provides users with a service contact point, which is used to promote the integration of organizational business processes and service management infrastructure. The main design goal of the service desk is to strengthen the communication between users and IT service departments to serve the information construction of the organization.

(2) event and fault management

The main functions of event and fault management include recording, classifying and arranging experts to manage the whole process of fault handling. The goal of event and fault management is to enable the IT system to recover to the security level quickly without affecting the business of customers and users.

(3) problem management

The problem management process refers to the analysis of the causes of events, the formulation of problem solutions and preventive measures to reduce the negative impact of problems and events. Different from the fault management which simply emphasizes the processing speed of the fault, the core function of the problem management module is to find the deep-seated cause of the event and put forward a reasonable solution to prevent the problem from happening again.

(4) configuration management

The configuration management module is responsible for identifying and confirming system configuration items, recording and reporting configuration item status and change requests, and verifying the correctness and integrity of configuration items. The main purpose of setting up configuration management is to provide organizations with a logical model of IT infrastructure and to provide effective support for change management and release management.

(5) change management

Change management is a service management process that completes the system architecture in the shortest time and controls any aspect of the service when it changes. The design goal of this module is to ensure that the standard method system is used in the change implementation process and to improve the efficiency of the change, and to reduce the impact of business disruption caused by business changes on the organization.

(6) release management

The release management process is responsible for the distribution and promotion of new or modified configuration items that have been tested and imported into the actual application. Before release management, software control and distribution are carried out, and the process is managed by the change management process.

(7) Service level management

The purpose of this management is to carry out a service management process composed of a series of activities for signing a service level agreement, including the planning, drafting and signing of the agreement. Effective service level management can ensure the steady improvement of IT service quality without increasing the cost.

(8) Financial management of IT services

The financial management module of IT service mainly refers to the budget and accounting of the cost needed in the process of IT service, and charges the corresponding fee to the customer according to the budget situation. The expenses involved mainly include three parts: investment budget, service cost accounting and service billing. Reasonable financial management and billing methods can reduce expenses by quantifying service costs, avoid risks and guide customers' reasonable behavior. The budget and accounting information generated by the financial management process can provide effective decision-making information for IT services.

(9) IT service persistence management

IT service continuity management means that when a system failure occurs, there are reliable technical, financial and management resources to ensure the normal operation of the organization's IT services. The key to maintaining the continuity of IT services is that when a failure occurs, the system can still provide a predetermined level of service, so as to ensure that the business of the system can run stably and continuously.

(10) capacity management

Capacity management considers both operating costs and business needs, and reasonably allocates service capabilities to achieve the purpose of maximizing the efficiency of IT resources. The process includes service capability management, business capability management and resource capability management.

(11) availability Management

The usability management process optimizes and designs the availability of IT infrastructure by analyzing the usability requirements of users and business parties. Effective availability management can improve the availability of the system on the premise of cost control. Effective availability management can locate the business and analyze the usability needs of users, so that the design of IT services can meet the needs of users, and can avoid the occurrence of too high level of availability in the operation of IT services. this design idea is of great significance to reduce the operating cost of IT services.

IT Operation and maintenance Service Outsourcing with controllable risk

IT outsourcing refers to a management mode in which organizations transfer part or all of their information technology functions to external service providers by contract or agreement in order to achieve their goals. IT outsourcing is generally accompanied by the organization's IT assets, personnel, leased assets to be managed by IT service providers.

Choosing IT outsourcing has the following advantages: the outsourcing services provided by professional companies are more efficient and professional than those of the organization's own service departments; the resources and technical advantages of third parties are used to reduce organizational management and operating costs; the organization itself focuses on developing its core business to enhance its core competitiveness; customized solutions based on organizational business characteristics, fully humanized integration and services A single point of contact, fully support many brands of customer software and hardware products, avoid multi-vendor IT equipment coordination costs and so on.

3.1 the basic stage of IT operation and maintenance service outsourcing

For outsourced client organizations, the successful implementation of IT outsourced services mainly goes through the following stages:

Internal analysis and evaluation of the organization (preparatory phase)

At this stage, the top management of the organization is mainly responsible for determining the needs of outsourcing and formulating strategies for implementation. In order to benefit from outsourcing, the top decision-making level of the organization must take an active attitude, because only the highest decision-making level has the necessary perspective and the power to promote change for the success of outsourcing.

Select the appropriate subcontractor (selection phase)

When choosing a subcontractor, you should first compare the bottom line you require with the services that the subcontractor can provide. By identifying potential outsourcers, issuing information to subcontractors and inviting bids, receiving and analyzing subcontractors' bids, reviewing subcontractors' supporting documents, and verifying their experience and ability in providing outsourcing services, select the final contractor and negotiate the contract.

Complete the transition from internal services to outsourced services (transition phase)

This stage involves the process of personnel transition, resource transfer, workplace change, system switching and so on.

Implementation and management phase of outsourcing (integration phase)

At this stage, the outsourcing relationship is managed, and any maintenance and change of the outsourcing relationship is negotiated or negotiated and implemented. At this stage, customers should maintain the monitoring and evaluation of the performance of the outsourcing business at any time, and exchange views with the contractors in time to ensure the smooth progress of the outsourcing work.

3.2 risk Management of IT Operation and maintenance Service Outsourcing

The risk of IT outsourcing is caused by many uncertain factors. This may involve some additional work to meet the needs of outsourced service providers, including coordination costs, signing bonuses and expenses to monitor the progress of subcontractors, which may result in actual costs much higher than expected. In addition, there are some contractual risks-when entering into a contract with an outsourced service provider, the organization can suffer significant losses if the terms are not clearly stated or important provisions are left out.

As outsourcing inevitably involves risks, risks must be managed, assessed, identified, analyzed and prioritized before outsourcing decisions, and consider how to eliminate or reduce risks. At the same time, the management costs incurred during the entry into force of the outsourcing agreement should also be taken into account.

IT outsourcing risk management refers to the risk prediction, identification, evaluation, analysis, identification and evaluation of the threat and vulnerability of the organization's information resources according to the value of information resources to the organization, and on this basis to effectively deal with the risk, so as to make the risk reach an acceptable level. It mainly includes the following steps:

Risk identification: identify and assess potential risk areas

Risk analysis: analyze the risks that may arise from the outsourcing relationship

Risk ranking: prioritizing risks

Risk control: consider what methods to use to manage and control them.

3.3 contract Management of IT Operation and maintenance Service Outsourcing

Outsourcing contract management is an important part of outsourcing service management. As outsourcing projects often involve a large amount of transactions, and outsourcing services are critical to the efficient operation of organizations, they need professional legal documents to support. The contract should be flexible and able to solve the real problems in the transaction, so that both the customer and the contractor are protected, and can play a supporting role in value creation and risk management.

Outsourcing service contracts include service level agreements (SLA-Service Level Agreement). Outsourcing contracts are usually 5 or 10 years. The terms of the contract is the most important link in the outsourcing service, and the detail and clarity of the terms of the contract directly affect the performance of the contract. The terms of the contract are very comprehensive, including: the scope of application of the contract and expected customer resource requirements, contract conditions, benchmarks and measures, validity, reasons for termination, intellectual property rights, contract transfers, key project implementation personnel and remedies, future price flexibility, flexibility of future services, method and timing of payment, risk management and other contract prerequisites prescribed by law. The terms of a good outsourcing contract clearly define the work in the contract and can become the basis for resolving disputes when there are differences between the two parties.

3.4 IT operation and maintenance service outsourcing relationship management

In IT service outsourcing, the contract is the main binding force that requires both parties to fulfill their commitments. However, contracts alone cannot guarantee the success of outsourcing. Because the outsourcing contract is imperfect in most cases, the contract is gradually implemented and constantly changing, so it is impossible to make specific provisions on all aspects of the outsourcing service demand in the contract. If customers have new requirements within the scope of outsourcing functions, and the requirements are not specified in the contract, they cannot be solved by contract.

In this relationship, the customer needs to establish a relationship of mutual cooperation and mutual understanding with the contractor, so that the contractor will respond kindly to changes and additional needs. Therefore, the stable relationship between the contractor and the customer is obviously the key to the success of the long-term business outsourcing relationship, and it is also an effective way to resolve the differences in outsourcing.

In order to maintain the relationship with the subcontractor correctly, it is necessary to carry out relationship management. Outsourcing relationship management refers to a set of personnel, processes, tools and systems that enable outsourcing relationships to operate. Outsourcing relationship management is the most important work for an organization to ensure the realization of the value of the contract.

Practical experience shows that organizations that successfully implement outsourcing relationship management usually pay close attention to the following key success factors:

Objective performance standards agreed upon, measurable and testable by both parties

Successful outsourcing relationships focus on results rather than means. Objective performance metrics need to be established to ensure the measurability of the results. Only by comparing with the objective standard of performance, the customer knows that the service they are receiving is the expected service, and the subcontractor knows that they are meeting the customer's expected needs.

Formal relationship management structure

A formal, multi-level relationship management structure can connect customers and subcontractors. The outsourcing relationship requires its own management structure to replace the previous internal management system, which is usually in the form of a joint management team. The management team or multiple management teams for large contracts are responsible for day-to-day, tactical, and strategic relationship management. Each team's responsibilities, agenda, frequency of meetings, and relationships with other teams are clearly defined. This relationship management structure establishes an important mechanism to identify and solve problems, and can report, deal with and solve problems in a timely manner.

Performance-based pricing criteria

Performance-based pricing ensures that subcontractors are constantly motivated to meet or exceed set performance standards. When the performance exceeds the standard, it will be rewarded; when the performance is below the standard, it will be punished. For employees of both parties in an outsourced relationship, these incentives can also be translated into performance standards. Translating all performance-based risks and benefits into individual performance standards is conducive to the appropriate adjustment of the focus of both parties.

Internal training and communication on business objectives and relationship management

Employees responsible for managing outsourced relationships for customers should receive specialized vocational training, including a comprehensive understanding of the business objectives of the contract, specific performance standards agreed by both parties, and their personal roles, responsibilities, authority and reporting structure. In addition, end users should also receive appropriate training to understand the overall objectives of the business, identification and resolution of problems, channels of communication, and so on. Training and communication can also reduce customer dissatisfaction or resistance.

Continuous exchange of knowledge and skills

The continuous and free exchange of knowledge and skills between the two organizations is a sign of successful outsourcing management. Each side has its own strengths, and when these strengths are shared, it contributes not only to the success of the relationship, but also to the success of its own side. Training programs, on-the-job experience, communication with experts, techniques and processes are all specific ways to facilitate communication.

Introduction to best practices

The complete IT operation and maintenance service framework includes management consulting, outsourcing services and tool services, with IT operation and maintenance consulting services as the forerunner to carry out top-level design to standardize the internal IT operation and maintenance and IT outsourcing business; take IT operation and maintenance outsourcing as the process link to achieve the specialization and efficiency of IT operation and maintenance; with the support of IT operation and maintenance service tools to achieve process solidification and real-time monitoring to improve the efficiency of IT operation and maintenance services. The overall framework is as follows:

For IT operation and maintenance service management, a large number of practices at home and abroad have provided us with excellent experience.

With the help of the third-party consulting force, the best practices of IT operation and maintenance service management can be effectively implemented.

Many customers want to strengthen their own internal IT operation and maintenance service management or strengthen the management and control of IT external services, but suffer from lack of experience, in the actual construction process, the design is not perfect, can not be landed. Practice has proved that this problem can be effectively solved by introducing third-party consulting services. Relying on a large number of service practices and mature implementation methodology, third-party consulting service can help customers to achieve the design of IT operation and maintenance service management system suitable for their own characteristics in the shortest time, and can guide customers to achieve the effective integration of management system and daily management, and help customers to maximize the effectiveness of best practices.

IT operation and maintenance service outsourcing can achieve the balance between IT operation and maintenance cost and quality.

In the process of IT operation and maintenance service, a problem that bothers customers is the contradiction between business requirements for IT operation and maintenance service quality and IT operation and maintenance service capability and service cost. With the increasing complexity of organizational IT system, how to solve the problem that the cost of IT operation and maintenance service increases sharply in order to ensure the quality of IT operation and maintenance service?

Through the introduction of IT operation and maintenance service outsourcing, part or all of IT operation and maintenance services are delivered to professional third-party IT operation and maintenance service providers, which can effectively solve the contradiction between IT operation and maintenance cost and operation and maintenance quality.

Choosing IT outsourcing has the following advantages: the outsourcing services provided by professional companies are more efficient and professional than the work of the organization's own service departments; the use of third-party resources and technical advantages to reduce organizational management and operating costs; the organization itself focuses on developing its core business and enhancing its core competitiveness.

The application of automatic inspection tools can reduce the intensity of operation and maintenance and improve the efficiency of inspection.

The operation and maintenance of the information system involves the inspection of hundreds of indicators, such as network, business applications, desktops, security, alarm, operation and maintenance service modules, and so on. If the inspection of these indicators is carried out by manual inspection, the patrol inspection efficiency is low. And there may be omission and re-inspection.

During the automatic inspection, the inspection center starts the inspection regularly according to the requirements of the inspection table; the inspection instructions are received and executed by the adapter, and the inspection results are fed back to the inspection center; the inspection center shows the implementation of the current inspection process in real time, and notifies the emergency maintenance personnel in time by means of work orders and alarms; for each inspection process, the inspection result report can be generated automatically. For all historical inspection results reports, fast retrieval is supported according to a variety of query conditions. According to the setting, the automatic inspection system can automatically generate statistical analysis and trend analysis reports on a regular basis to support senior leaders' decision-making.

Compared with manual inspection, the automatic inspection system is realized by the division and cooperation of the center and the adapter. The operation and maintenance center is responsible for implementing inspection plans, distributing instructions, human-computer interaction, etc.; the adapter checks the status of asset information by calling asset data interfaces or executing command scripts. Automatic inspection solves these problems well, and it is one of the best practices of operation and maintenance inspection.

Application service level agreement helps to improve service quality and service recognition

Service level Agreement (Service Level Agreement,SLA) is a kind of legal document signed by the service provider and the user, which promises that as long as the user pays the corresponding fee to the service provider, they should enjoy the corresponding service quality provided by the service provider. It is a document that defines the relationship between the service provider and the user.

Service level agreements generally include services provided, service levels, problem management, application of law and settlement of disputes, customer obligations and responsibilities, security, intellectual property rights and confidential information.

Effective application service level agreements will help to identify and define user needs, provide an easy-to-understand framework, simplify complex issues, reduce the scope of conflicts, strengthen dialogue in the event of disputes, and eliminate unrealistic expectations of both parties. The service level agreement will establish a common vision and consideration standards for both sides of the service, achieve a unified understanding of the service level, and help to improve the service recipient's recognition of the service level and service quality of the service provider.

Continuous monitoring helps to prevent problems and reduce the probability of IT failure.

Continuous monitoring is to deploy monitoring tools to monitor the key indicators of the IT system 24 hours a day. If the indicators are abnormal, they will automatically remind the IT operation and maintenance staff to pay attention to and analyze them by e-mail, SMS and other means.

By continuously monitoring the key indicators of the IT system, IT operation and maintenance personnel can intervene in advance and conduct investigation and analysis before the fault occurs, and eliminate the fault in the embryonic stage, achieve early warning and treatment in advance, avoid the impact of the failure on the business, reduce customer losses, and improve the availability of the IT system.

Regular inspection is a more economical means of fault prevention.

As continuous monitoring requires the deployment of professional tools and the 24-hour on-site service of IT operation and maintenance personnel, the overall investment is relatively large, so it is necessary for IT systems with high availability requirements. If the IT system applied by customers does not require very high availability, continuous monitoring of this service becomes expensive, and regular inspection is a good choice at this time.

Regular inspection is to periodically conduct a comprehensive health check on the IT system, and the frequency of the cycle depends on the customer's requirements for the availability of the IT system. The regular inspection items are consistent with the continuous inspection items. Through the regular inspection and log analysis of the prescribed items, we can judge the health status of the IT system, find system loopholes and security risks, and take measures to strengthen it. Because regular inspection does not need one-time tools and personnel input, it can also achieve a better effect of fault prevention, so it is a means of fault prevention with high input and output.

Configuration Management Database is the basis of IT Operation and maintenance Management

Configuration Management Database (Configuration Management Database,CMDB) is a database used to store configuration items and their relationships. In the database, configuration items and their relationships describe the overall architecture of customer IT services by means of relational database, including IT services, IT infrastructure, IT application systems, IT personnel, IT documents and so on.

Configuration management database is the basis of IT operation and maintenance service. The superior-subordinate relationship of the configuration item will help the IT operation and maintenance personnel to quickly locate the fault point up and down, the horizontal relationship of the configuration item will help the IT operation and maintenance personnel to quickly determine the fault influence scope, and the key information of the configuration item can be stored and retrieved through the attribute information of the configuration item. Generally speaking, configuration management database is a sharp weapon for IT operation and maintenance service to work quickly, efficiently and accurately.

Operation and maintenance knowledge base can strengthen knowledge accumulation and internal communication, and improve efficiency.

Operation and maintenance knowledge base is an important way of system knowledge accumulation and an important tool for employees' daily work. Through the maintenance and use of the knowledge base, we can not only get the classification and rapid location of the relevant fault maintenance from the knowledge base in the process of automatic fault processing and manual processing, but also find matching processing cases, which can be easily used for reference. and the business help function of the knowledge base enables relevant personnel to query business help, products, market activities, processing processes, electronic documents and so on.

The general functions of operation and maintenance knowledge base are knowledge input and query, knowledge classification and display, knowledge transfer and version management. Knowledge input generally supports a variety of ways, such as manual input, template import, batch import, event correlation and so on. It generally supports a variety of search methods in knowledge query, such as keyword search, conditional search, advanced search, attachment full-text search and so on. Version management can manage different versions of knowledge, so that knowledge can be traced back and modifications are based.

The operation and maintenance knowledge base system can also have the functions of learning personal knowledge, online training and examination of employees, knowledge question and answer, etc., which can improve the support efficiency of operation and maintenance work, and strengthen internal communication and knowledge accumulation.

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