I服务管理ISM.ppt

On-going, Ad hoc, Regularly Introduction A disaster is much more serious than an incident. A disaster is a business interruption. That means that all or part of the business is not “in business” following a disaster. Familiar disasters include fire, lighting, water damage, burglary, vandalism and violence, large-scale power outages, and hardware failure. Some companies could have prevented serious problems by thinking about and developing Business Continuity Plans. Furthermore, business are becoming increasingly dependent on IT services, which means that the impact of the loss of services also increases and becomes less acceptable. It is therefore essential to consider how business continuity can be safeguarded. Traditional contingency planning used to be part of the remit of the IT organization. However, at present It is much more closely integrated with many aspects of the business. Where the traditional contingency planning process was primarily reactive (what to do in the event of a disaster), the new IT Service Continuity Management process emphasizes prevention, i.e. avoiding disasters. Why ITSCM Potential lower insurance premiums Regulatory requirements Business relationship Positive marketing of contingency capabilities Organizational credibility Competitive advantage Scope considerations The dependence on technology, its Infrastructure and any external providers of support services The number and location of the organization’s offices and the services performed in each The number of critical business processes and the level of integration between them The level of services that need to be provided to the business to support those critical business processes Any limitation in the provision of ITSCM mechanisms The organization’s attitude towards risks. An organizations structure, culture and academic direction (both business and technology) are key drivers in determining the scope of ITSCM . Significant benefits can be derived from the involvement of