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

There are tens of thousands of operation and maintenance projects. Today, we will focus on the project of IT service management, which is also what various enterprise data centers have been building in the past few years: ITIL, integrated monitoring and operation and maintenance automation. Take a look at the ITIL logical architecture diagram first:

This is an ITIL logical architecture diagram based on the combination of ITIL best practice theory and enterprise operation and maintenance practice. At the bottom is the infrastructure management, where the operation and maintenance staff manage the IT environment through human flesh or tools. The construction of the integrated monitoring platform is basically at this level, and the goal of the integrated monitoring platform is "full monitoring and full coverage" (friends who are concerned about integrated monitoring can see my other monitoring posts). What is the core of surveillance? Integrated monitoring and management platform. Through the integrated monitoring and management platform, the event information generated by various management tools in the IT environment is collected and processed uniformly, and the important alarm events will be sent to the IT service process platform and processed in the event management or work order management process. The data that needs to be sent up through the infrastructure management is also performance data and configuration information. Performance data such as CPU utilization can be used for capacity management in ITIL, and configuration information can be sent to the configuration management module to become a part of the CMDB data source. At this point, it is basically a technical thing, at the top is the service management, which is more emphasis on the management side. In the service management layer, according to ITIL best practices, or ISO20000 requirements, usually construction event management (help desk is part of event management), problem management, change management, release management, configuration management, etc. The top layer is the unified presentation layer. When you see the unified presentation layer, you will find that there is a lack of modules related to the service management. There are two reasons for this, one is that I made this picture in 2008 and it is a bit old, and the other is that what I usually see at the actual customer site is that monitoring and process are two interfaces that are not unified with each other. But does the two interfaces mean there is no connection? No! The relationship between the two is more reflected in the background and other aspects:

1 single sign-on

2 the operation of events in the monitoring platform and process platform should be a closed loop. That is, the event triggers the work order, and when the work order is resolved, the event on the monitoring platform should also be closed.

(3) the flow of monitoring data is mainly alarm events, performance data and configuration information.

(4) the operation and maintenance staff shows the running status of the business and the processing of work orders on a large screen.

There is still a lack of operation and maintenance automation on the chart. At that time, the high-speed construction period of business was basically over, and operation and maintenance construction began to enter the period of operation and maintenance construction. Operation and maintenance automation had not yet entered the theme, so there was no painting. Look at another complete picture:

This is the operation and maintenance construction architecture map done in 2010, when CCB began to build operation and maintenance automation projects, and IBM, BMC and HP made an all-out attack, testing several rounds and eliminating round by round, which had a great impact on the industry, and more operation and maintenance personnel learned that the original operation and maintenance automation tools could bring so much convenience and value to our operation and maintenance! After that, Everbright Bank, CITIC Bank, China Merchants Bank and so on all began to build their own operation and maintenance automation platforms, of course, their choices are different. Domestic automation manufacturers of operation and maintenance have also stepped onto the stage, and the characteristics of being more approachable and flexible also make their products enter the stage of actual project landing. Ideal, Shenma, Yuxin Yicheng and so on are all opening up the territory in their own field of vision! For example, Shenma and Yuxin are fighting to the death on the stage of the brokerage, which is needless to say.

Let's talk about some of my ideas about the landing of the operation and maintenance project. First of all, there is a saying, "look at the big and make the small, and realize it step by step." What do you mean? Look at the overall situation first, look at it clearly, and then be careful to realize your plan step by step. There is a picture that you can learn from:

When customers want to implement an operation and maintenance project, there is usually a confusion as to whether I should do the monitoring first, or the process first, or both. According to my actual business, all of these are fine, there are successful operations and there are also cases of failure. Isn't that nonsense? It's not! Before the landing of the operation and maintenance project, enterprises should first find out the actual situation of their own enterprises, and then formulate their own enterprise landing roadmap, as well as short-term, medium-term and long-term goals, combined with the expected goals and project costs. For example, I have done some enterprise monitoring, but it is not comprehensive enough, then we can do monitoring; our enterprise service process already has some running, but it is not systematic enough, then we can do the process; or my enterprise hopes to reflect the operation and maintenance capability and level in the near future, then we can do ISO20000 and ISO27001, etc., to name a few, there are no fixed rules. But no matter which way, there are some basic principles to follow:

1 We can first examine the construction of operation and maintenance of the same type of enterprises, which is called learning from experience.

2 carefully understand the actual situation of their own operation and maintenance, and select the feasible project scope and objectives, the so-called bosom friends

3 choose companies with rich implementation experience and implementation personnel to assist enterprises in the construction of operation and maintenance projects, the so-called knowing the other

4 to mobilize more people to participate in the project, especially leaders, with the support of leaders, we can get twice the result with half the effort, the so-called superior support

Our article is just a general chat, the real story is much more interesting and fun than telling these experiences! I'll talk to you later!

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