[debian-edu-commits] [Debian Wiki] Update of "DebianEdu/Documentation/en/ITIL/Support" by AlexanderAlemayhu

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https://wiki.debian.org/DebianEdu/Documentation/en/ITIL/Support?action=diff&rev1=5&rev2=6

  </ref>. Skolelinux Drift uses RT <ref>RT Essentials: http://www.oreilly.com/catalog/rtessentials/chapter/index.html
  </ref> to handle requests.
  
- One important thing when starting up support is not to get a too tough start. Do not try to achieve everything at once. Bet rather on "quick wins" that keep the user informed, and short response times. It is also important to clarify who Service Desk should forward events to, if they can not figure out the inquiry themselves. The support must also be able to see if there are disruptions for the user. This makes it quick and easy to give feedback.
+ One important thing when starting up support is not to get too tough a start. Do not try to achieve everything at once; bet rather on "quick wins" that keep the user informed, and aim for quick response times. It is also important to clarify who the service desk should forward events to, if they can not solve the issue themselves. The support desk must also check whether there will be disruptions for the user. This makes it quick and easy to give feedback.
  
- For the users it is important that incidents are handled. For the service office it is important that the incidents are handled correctly according to the service level agreement, and that work requested outside what is already agreed upon is handled between leaders at the school and the system administration organisation.
+ For the users it is important that incidents are dealt with. For the service office it is important that the incidents are handled correctly according to the service level agreement, and that work requested outside of what was agreed is handled between management at the school and the system administration organisation.
  
  === Tasks and roles ===
  
- We recommend to agree upon what duties the school's ICT contact has and what is the responsibility of those who work at the Service Desk. Schools often have little resources compared to what is common in municipal administrations or private companies. At the same time, one usually has many more users and often more client machines than what is in use in the rest of the municipality.
+ We recommend to agree upon what duties the school's ICT contact has and what is the responsibilities are of those who work at the Service Desk. Schools often have little resources compared to what is common in municipal administrations or private companies. At the same time, schools usually have many more users and often more client machines than in use in the rest of the municipality.
  
- To distribute tasks must have in place roles. By having clearly established roles is easier to distribute tasks, and the working capacity necessary to resolve operational tasks in a good way. From experiences in municipalities and professional organizations operating shows that these roles are common.
+ To distribute tasks roles must be in place. By having clearly established roles it is easier to distribute tasks and ascertain the working capacity necessary to resolve operational tasks. Operational experience in municipalities and professional organizations shows that these roles are common.
  
   * ICT contact on each school This is often a teacher with ICT educational and/or technical background.
   * Operator(s) working in the central IT service. This is a person skilled in operations.
@@ -88, +88 @@

   * Negotiate contracts for operations.
   * Ensure that the IT contact and the IT service have the necessary resources.
  
- The advantage of an agreement for these tasks is that one both know what is expected of the individual, - and has a good basis for planning and managing ICT services. Usually these ICT tasks is done only as a part of the job of a teacher who also have teaching duties.
+ The advantage of an agreement for these tasks is that expectations on the individual are known, giving a good basis for planning and managing ICT services. Usually these ICT tasks are only done part-time by a teacher who also has teaching duties.
  
- A business would often have two staff members working full time opeerating 100 standard client machines with 100 users. In schools maybe a 30% position in total, divided among several persons, operate 100 client computers used by 320 students and teachers.
+ A business would often have two staff members working full time, operating 100 standard client machines with 100 users. In schools there may be a 30% position in total, divided among several persons, operating 100 client computers used by 320 students and teachers.
  
- When the school has so few resources to operation, it is crucial to have good management of resources. Making agreements for the tasks, can make it easier to assess whether you need additional resources or to reduce expectations of IT initiatives in schools from budgetary considerations. By having a good overview of the ICT tasks in the school, IT administrators could easier ask for an increase in resources if necessary. There may be a need for increased resources to implementate ICT-based exams or a need for new equipment like whiteboard, as an aid in teaching.
+ When the school has so few resources for operations, it is crucial to have good resource management. Making agreements for the tasks can make it easier to assess whether you need additional resources, or to reduce expectations of IT initiatives in schools with regards to the budget. By having a good overview of the ICT tasks in the school, if would be easier for IT administrators to ask for an increase in resources if necessary. There may be a need for increased resources to implement ICT-based exams, or a need for new equipment like whiteboards as teaching aids.
  
  === Expected time usage ===
  
- We've created a table showing time spent on operation and maintenance. The table is based on the experiences of municipalities that central operates Debian Edu of 9-10 schools with 250-500 client computers. Several things are not included in the table. That's why one must set up extra time to projects where ans when schools develop ICT solutions with network and more equipment.
+ We've created a table showing time spent on operations and maintenance. The table is based on the experiences of municipalities which implement a centrally operated Debian Edu of 9-10 schools with 250-500 client computers. Several things are not included in the table. Therefore extra time is required for projects where schools develop their own ICT solutions with networking and more equipment.
  
  ||'''''Role'''''||'''''Operational responsibilty'''''||'''''Time spend per school per week'''''||'''''Time spent in toal for all schools'''''||
- ||Operation manager centrally||Monitoring, debugging and operation of 500 machines, for example, 10 schools with 3,200 students and teachers.||2-3 h(50 clients)||½ position(500 clients)||
+ ||Centralised operations staff||Monitoring, debugging and operation of 500 machines, for example, 10 schools with 3,200 students and teachers.||2-3 h(50 clients)||½ position(500 clients)||
  ||ICT contact at each school||Oversight of equipment, easy maintenance, and reporting of incidents and requests||3-4 h(50 clients)||1 position(10 schools / 500 clients)||
- ||ICT-coordinator sentrally||Assist in planning and implementation of educational and technical ICT work in the school.||1-2 h||½ position||
+ ||Central ICT-coordinator||Assist in planning and implementation of educational and technical ICT work in the school.||1-2 h||½ position||
- ||ICT manager (principal)||Make joint purchases, and make sure the compliance of the service level agreement. Schedule updates, or developing solutions||1 h||¼ position||
+ ||ICT manager (principal)||Make joint purchases, and ensure compliance with the service level agreement. Schedule updates, or develop solutions||1 h||¼ position||
- ||'''Overall for school'''||'''50 client machines (concurrent users)'''||'''6 - 10 h'''||||
+ ||'''Overall for a school'''||'''50 client machines (concurrent users)'''||'''6 - 10 h'''||||
  ||'''Overall for all schools'''||'''10 schools, 500 client machines (concurrent users)'''||||'''2 ¼ position'''||
  
- Experience shows that the scope of work of the ICT contact is affected by the number of concurrent users. The term "concurrent users" is new to many. To illustrate with an example: A school may have 250 students but not more than 50 computers. Then a maximum of 50 students can use computers at the same time. This is much less than the total 250 users who have an account on the system. It is these 50 logged in users that provides work for IT service. The other 200 people not logged in give little extra work.
+ Experience shows that the scope of work of the ICT contact is affected by the number of concurrent users. The term "concurrent users" is new to many. To illustrate with an example: A school may have 250 students but not more than 50 computers. Then a maximum of 50 students can use computers at the same time. This is much less than the total 250 users who have an account on the system. It is these 50 logged in users that provide work for IT service. The other 200 people not logged in give little extra work.
  
- Therefore, it is common to calculate IT costs from the maximum number of concurrent users. Other calculation methods are also possible, for example when paying for proprietary software. But since Debian Edu has no license costs, the number of concurrent users is the most crucial for operating costs. To calculate costs from user accounts provide little or no meaning in school.
+ Therefore, it is common to calculate IT costs from the maximum number of concurrent users. Other calculation methods are also possible, for example when paying for proprietary software. But since Debian Edu has no license costs, the number of concurrent users is the most crucial figure for operating costs. To calculate costs from user accounts provide little or no meaning for a school.
  
- For users of Debian Edu the cost difference to manage 100 or 250 user accounts is very small. There are a few exceptions. With 250 students in stead of 100, some more studens may constantly forget their password. Therefore, it is wise to let the teacher responsible for the class to give these students the new password.
+ For users of Debian Edu the cost difference to manage 100 or 250 user accounts is very small. There are a few exceptions. With 250 students instead of 100, some students may repeatedly forget their password. Therefore, it is wise to let the teacher responsible for the class give these students a new password.
  
- If the school has 50 client machines, the ICT contact needs less time on their operational tasks than if the school has 150 clients. With multiple clients increases the overall time spent on the operation. But operating time per client machine goes down somewhat.
+ If the school has 50 client machines, the ICT contact needs less time on their operational tasks than if the school has 150 clients. With multiple clients, the overall time spent on the operation increases, but operating time per client machine goes down somewhat.
  
- Several municipalities have set aside 3-4 hours a week to the ICT contacts tasks at each school when it is installed 30-70 client machines. The Education Department in Oslo has set aside half weekday, or 30% position to follow up 150 client machines. Experiences from other municipalities suggests that a 20% position is enough to solve the tasks of a local ICT contact when a school has 160 thin or diskless clients with Debian Edu.
+ Several municipalities have set aside 3-4 hours a week to the ICT contacts tasks at each school with 30-70 client machines. The Education Department in Oslo has set aside half a weekday, or a 30% position, to follow up 150 client machines. Experiences from other municipalities suggests that a 20% position is enough to solve the tasks of a local ICT contact when a school has 160 thin or diskless clients with Debian Edu.
  
- In addition, the costs of centralized operations, ICT management, and construction of the educational use of ICT tools in school subjects. Probably it is enough with one position for the operation of 1000 client machines. When it comes to educational support, several principals have a 50-100% position in the school for this work. There may be a 10-20% position as ICT contact and a 40-80% position as educational support for the teachers. Many teachers perceive IT tools in schools as something new. Some principals wish to give more backing to the educational side by making teacher more confident in using IT tools in the different subjects.
+ In addition there are associated costs of centralized operations, ICT management, and construction of the educational use of ICT tools in school subjects. One position is probably sufficient for the operation of 1000 client machines. When it comes to educational support, several principals have a 50-100% position in the school for this work. There may be a 10-20% position as an ICT contact and a 40-80% position as an educational support for the teachers. Many teachers perceive IT tools in schools to be something new. Some principals wish to give more backing to the educational side by making teacher more confident in using IT tools across the different subjects.
  
  === Check list ===
  
- We have sat up a list of tasks to be resolved to put in place a proper Service Desk.
+ We have sat up a list of tasks to set up a new service desk.
  
-  * Get in place people in different roles that IT manager, IT contact in schools, operator(s) centrally and IT coordinator for all schools. It is important to make a distinction between what is technical operations and maintenance, - and the pedagogical work.
+  * Arrange people in different roles like IT manager, IT contact in schools, central operations and IT coordinator for all schools. It is important to make a distinction between what is technical operations and maintenance, and what is pedagogical work.
-  * Establish Service Desk where every school has a service agreement regulating what's standard operating activities, and what's extra. It is imperative that ICT manager principals throughout are a part of this process.
-  * Establish system for request tracking. All inquiries on email get a case number. Almost all inquiries from users or IT contacts at schools calling in also get a case number.
+  * Establish the service desk such that every school has a service agreement regulating what is standard operating activities, and what is extra. It is imperative that ICT-responsible principals are a part of this process.
+  * Establish a system for handling incoming requests (a request tracker). All enquiries by email need a case number. Almost all enquiries from users or IT contacts from schools also need a case number.
   * Ensure that ICT budget reflects the contribution necessary to ensure proper operation of school computer equipment and networks. The requirement today is that the ICT systems will be used for national and local tests with use of ICT tools with or without the Internet.
-  * Basically use the standard edition of Debian Edu with the same version on all schools. From this make the changes you want. These changes must be taken care of in a configuration database with documentation of the changes made. One can use a system for version management to save the changes and documentation.
+  * Basically use the standard edition of Debian Edu with the same version on all schools. From this make the changes you want. These changes must be taken care of in a configuration database with documentation of the changes made. Version management can be used to save the changes and documentation.
  
  == Incident Management ==
  
- The purpose of the ICT service is to prevent disturbances like shutdowns or reduced quality using computer programs. Users will experience few problems with the ICT system if the ICT service has enough resources to operations, equipment and for inquiries to the Service Desk. Anyway small or big errors happens as disturbances for users. Then one needs good handling of incidents.
+ The purpose of the ICT service is to prevent disturbances like shutdowns or software issues. Users will experience few problems with the ICT system if the ICT service has enough resources to handle operations, equipment and for enquiries to the Service Desk. Small or big problems will cause interruptions for users, so good handling of incidents is necessary.
  
- In parachute environment they call near accidents for "incidents". It is perhaps not quite the same in computer operation when something is not working. The purpose of dealing with incidents and restore service as quickly as possible, so that everything works normally. If something goes wrong, it must have the least possible impact on users. What is a normal service is agreed through an operating agreement describing the service level.
+ In parachuting they call near-accidents "incidents". It is perhaps not quite the same in computer operations when something is not working. The purpose of dealing with incidents is to restore services as quickly as possible so that everything works normally. If something goes wrong, it must have the least possible impact on users. What is a "normal service" is agreed through an operating agreement describing the service level.
  
  Statistics of incidents is important. Especially if several people job with the operation. When several jobs together, you loose track of all cases. Statistics will point out problem areas that must be addressed more thoroughly than a quick fix from service office. For example there may be many requests to exchange passwords to students who have forgotten this. Then it may be wise to let the teacher switch passwords for pupils in the class.
  
@@ -415, +415 @@

  
  When rolling back it is absolutely essential to have ready the previous version of the software archive and configuration files. It means that you can install for example Edu 1.0 in under an hour, and put it in place the appropriate configuration files.
  
- Men tilbakerulling tar tid. Derfor kan det være greit å ha en tjenermaskin klar med forrige utgave av programvaren, de riktige konfigurasjonene, og hjemmekatalogene til brukerne. Denne tjeneren kan raskt erstatte maskinene som ble oppgradert, men ikke virket etter planen. Ved å ha tjenermaskin(er) i reserve kan man sørge for høy tilgjengelighet selv om noe skulle gå galt.
+ But rollback takes time. Therefore, it may be okay to have a server ready with the previous version of the software, the right configurations, and users' home directories. This server can quickly replace the machines were upgraded, but not worked according to plan. By having server machine(s) in reserve can ensure high availability even if something should go wrong.
  
- === Fordeler og mulige problemer ===
+ === Advantages and possible problems ===
  
- Fordelen med å ha arkiv over programvaren som er i produksjon kan ikke undervurderes. Mange satser på å ha programvaren på sine respektive CD-er og enkelte DVD-er. Dette gir lite effektiv distribusjon. For å spare tid og bryderi er all programvaren i Skolelinux tilgjengelig på Internett.
+ The advantage of having records of the software in production can't be underestimated. Many aim to have the software on their respective CDs and some DVDs. This inefficient distribution. To save time and trouble is all the software in Debian Edu available online.
  
- Driftsavdelingen kan lage kopi av Skolelinux-arkivet på en sentral tjenermaskin. Herfra kan all programvaren raskt og greit installeres på de andre maskinene. Fordelen med dette er at IT-tjenesten hele tiden har oversikt over hvilke versjoner av programvaren som de har gjort tilgjengelig for skolene. Man hindrer også installasjon av programvare som ikke har vært vurdert av styringsgruppa for endringer.
+ Operating department can create a copy of the Debian Edu archive on a central server. From here may all the software quickly and smoothly be installed on other machines. The advantage is that ICT service constantly overviews of the versions of the software they have made available to schools. One also prevents the installation of software not been considered by the Change Management.
  
- Det kan oppstå betydelig problemer om man ikke vedlikeholder programarkivet og konfigurasjoner. Det kan også være at man gjør feil med en konfigurasjonsfil eller programpakke. Da rulles dette ut til alle maskinene. I tillegg kan enkelte skoler installere lite testet programvare eller beta-program som de setter i produksjon. Så man må ha gode prosesser og ha noen å holde ansvarlige for vedlikehold av programarkivet og konfigurasjonene.
+ There may be considerable problems if you do not maintain program records and configurations. They may also make mistakes with a configuration or software package. Then this is rolled out to all machines. In addition, some schools may install little tested software or beta program into production. So one must have good processes and have someone to hold accountable for the maintenance of program records and configurations.
  
  Is it needed a lot extra to install and maintain services and software already in use? However, if you choose away the tools providing management with upgrades you give yourself a lot of extra work. The ICT service must spend a lot of time on manual work with installation on each machine. The danger of making mistakes increases. When things do not work you get disgruntled users, and much time is spent to debugging.
  
@@ -431, +431 @@

  
  === Planning and implementation ===
  
- Årsaken til at man planlegger før man gjennomfører endringer er for å hindre uker eller ekstra måneder med problemer. Selv om man skulle bruke noe ekstra tid på planlegging, så tjenes dette raskt inn fordi man unngår ekstra problemer. Det vil alltid være personer som forteller at de ikke har hatt problemer med ad-hoc-endringer i systemene. Men når man undersøker nærmere viser det seg at det er problemer etter endringer, og at henvendelser om dette ikke formidlet videre.
+ The reason for planning before implementing changes is to prevent weeks or months of additional problems. Although one would use any extra time on planning, it is re-earned again quickly because on avoids additional problems. There will always be people saying they have not had problems with ad hoc changes in the systems. But when one examines more closely, it turns out that there are problems after changes, but inquiries about this are not communicated.
  
- I våre øyne er ad-hoc-løsninger kun en omvei ved endringer, og kun en nødløsning. En ad-hoc løsning kan sammenlignes med en midlertidig reparasjon med «ståltråd og tape». Man må på sikt rydde opp i slike løsninger når man vil ha stabil drift uten stadige overraskelser. Ved å hoppe over en planleggingsfase vil man få mange flere ad-hoc-løsninger, og flere driftsproblemer ved endringer eller oppgraderinger. Derfor er det helt avgjørende at fagfolk og ledelsen forstår verdien av en god planprosess. endringer.
+ In our eyes ad-hoc solutions are only a detour through changes, and only an emergency measure. An ad-hoc solution is comparable to a temporary repair with "wire and tape." One must in sight clean up such solutions when you want stable operation without constant surprises. By skipping a planning phase you will get many more ad hoc solutions, and several operational problems when changes or upgrades are done. Therefore it is essential that professionals and management understand the value of a good planned process for changes.
  
- Derfor anbefaler vi at man innkaller til planmøte, og lager en stegvis plan ved endringer av systemet. En stegvis plan vil selvsagt variere i forhold til hva som skal endres. Det å oppgradere kontorprogrammet OpenOffice.org er noe annet enn å oppgradere hele systemet. Ved oppgradering til nytt kontorprogram holder det kanskje med en 2-3 timers gjennomgang av kontorpakken for læreren på hver skole. Når man skal oppgradere hele systemet må man både sørge for brukeropplæring og at det tekniske fungerer etter forutsetningene.
+ Therefore, we recommend that you convene a meeting for planning, and makes a stepwise plan for changes in the system. A stepwise plan will naturally vary according to the change. The upgrade OpenOffice.org suite is someting other than upgrading the whole system. When upgrading to a new office application, a 2-3 hour tour of the office suite may be enough for the teacher in each school. When upgrading the entire system one must both provide user training and that the technical works as intended.
  
- Hovedpoenget er at det er få snarveier når det kommer til planlegging og implementasjon. Undersøkelser viser at de som planlegger skikkelig og sørger for at folk har riktig kompetanse har lavere driftskostnader knyttet til driften.
+ You'll find few shortcuts is the main point when it comes to planning and implementation. Studies show that those who plan properly and ensure that people have the right skills, have lower operating costs for the operation.
  
  === Activities ===
  
- Det er helt avgjørende å planlegge nye utgivelser. De fleste endringer av systemet skal avklares med ledelsen. Følgende liste over aktiviteter er laget som støtte ved oppgraderinger i en plan- og gjennomføringsfase.
+ It is crucial to plan new releases. Most modifications of the system should be clarified with management. The following list of activities is designed to support the upgrades in a planning and implementation phase.
  
- ||'''Oppgaver'''||'''Detaljer'''||
+ ||'''Tasks'''||'''Details'''||
- ||Prioritering av utgivelsen:||Sjekk om nødvendige beslutninger er gjort før en endring eller oppgradering skal rulles ut.||
- ||Sentralt programarkiv||Sørg for at de aktuelle programpakker som ønskes installert er på plass i det sentrale programarkivet.||
- ||Konfigurasjonsdatabase||Sørg for å ha på plass alle oppsettfiler. Det gjelder både de som er i bruk, og de nye som følger med systemene som endres eller oppdateres.||
- ||Construction management||Alle skript og systemer som brukes til utrulling eller å lage diskbiler (images) må på plass.||
- ||Testing||Kjør først utprøving på testutstyr. Når dette fungerer uten problemer så kan det prøves ut med en skole. Skolen må være fullt orientert om, og med på at de skal prøve ut ny programvare. Når man er sikker på at alt virker kan man oppgradere hos alle.||
- ||Back up solution||Selv med omfattende testing kan nye utgivelser gå galt. Derfor er det avgjørende å ha en reserveløsning. Den enkleste reserveløsningen er å ha den gamle installasjonen med data på en egen tjenermaskin. En slik maskin kan plugges inn om endringen eller oppgraderingen ikke virker.||
+ ||Prioritization of the release:||Check if necessary decisions are made before a change or upgrade should be unrolled.||
+ ||Central program archives (DSL)||Ensure that the appropriate software packages to be installed are in place in the central program archive.||
+ ||Configuration database||Be sure to have in place all configuration files. This applies both to those who are in use, and the new ones supplied in systems to be changed or updated.||
+ ||Construction management||All scripts and systems used to unroll or create disk images must be in place.||
+ ||Testing||First, run trials on test equipment. When this works without any problems, it can be tested at a school. The school must be fully informed about, and fully in on trying out new software. When one is sure that everything works, you can upgrade for all.||
+ ||Back up solution||Even with extensive testing, new releases may go wrong. Therefore it is essential to have a fallback. The easiest solution is to spare have the old installation with data on a separate server machine. Such a machine can be plugged in if the change or upgrade does not work.||
  
  === Tools ===
  
- Som man ser av aktivitetslisten trenger man flere verktøy for å holde orden på forskjellige utgivelser av programvaren, tjenester og maskinvare i systemet. Noen av disse verktøyene er nevnt tidligere. Men vi gjentar dette allikevel:
+ As seen from the activity list, one needs several tools to keep track of different releases of software, services and hardware in the system. Some of these tools mentioned previously. But we repeat this anyway:
  
-  * Debian-verktøy for sentralt programarkiv
-  * Database for konfigurasjoner og maskinvare (subversion for oppsettfiler, regneark med oversikt over all maskinvare med fysisk plassering)
-  * System for bygghåndtering
-  * Maskinvare for testing og reserveløsning
+  * Debian tools for central program archives (DSL)
+  * Database for configurations and hardware (subversion setup files, spreadsheets detailing all hardware with physical location)
+  * System for construction management
+  * Hardware for testing and backup solution
  
  === Relations to other processes ===
  
- Utgivelsesledelse griper rett inn i kjernen til IT-tjenesten. Det går på å gjennomføre ønskede sikkerhetsoppdateringer, endringer i tjenester, eller og oppgradering av dataprogram. Forespørsler om nye utgivelser kan skyldes driftsproblemer eller ønske om ny programvare. Før en ny utgivelse så er det gjort en vurdering om endringen er ønskelig.
+ Release management goes directly into the core of the ICT service. It goes on implementing appropriate security updates, change in services or upgrading of computer software. Requests for new releases may be due to operational problems or desire new software. Before a new release it is assessed if the change is necessary.
  
- Om endringen er grei så vil man gjøre nødvendige endringer i konfigurasjoner og klargjøre programpakker for utrulling. Dette vil være testet, og man vil ha på plass reserveløsninger. Når endringene er utført vil man kanskje måtte legge om deler av driftsaktiviteten. Så det er enkelt å se at endringshåndtering påvirker alle deler av driftsstøtten.
+ If the change is straightforward one will make necessary changes in configurations and clarify application packages for unrolling. This have been tested, and one will have in place backup solutions. When changes are made, will perhaps have change parts of the operational activity. It's easy to see change management affects all parts of the operating support.
  
- == Verktøy for driftsstøtte ==
+ == Tools for operational support ==
  
- Det første man skal spørre seg selv om: «trenger vil virkelig programvareverktøy?» Trenger man verktøy så er det avgjørende å undersøke alternativene grundig.
+ The first thing you should ask yourself: "Do we really need software tools?" Do one need tools, it is crucial to examine the options thoroughly.
  
- Tar man en glanset brosjyre, og lytter til salgsprat, så er man helt avhengig av slike verktøy. Men gode folk, gode prosessbeskrivelser, og gode prosedyrer og arbeidsbeskrivelser er et grunnlag for god tjenestestyring. Behovet for, og hvor kompliserte verktøyene er, er avhengig av virksomhetens behov for datasystemer, og størrelsen på organisasjonen.
+ Taking a glossy brochure, and listen to sales talk, we are totally dependent on such tools. But good people, good process descriptions, good procedures and job descriptions are a basis for good service management. The need for, and how complicated the tools are, depend on the organsation's need for computer systems, and the size of the organization.
  
- I en liten organisasjon vil en enkel fritt tilgjengelig database være nok for logging og styring på hendelser (request tracker). Men i større organisasjoner vil man ganske sikkert ha behov for et sofistikert distribuert og integrerte verktøy for tjenestestyring. Det betyr at man linker alle prosesser til et system for hendelseshåndtering.
+ In a small organization, will a single freely accessible database be enough for logging and management of events (request tracker). But in larger organizations will almost certainly need a sophisticated distributed and integrated tools for service management. It means linking all processes to a system for event handling.
  
- Selv om verktøy kan være viktig, så er ikke disse viktige i seg selv. Det er de oppgaver og prosesser som må gjøres, og informasjonen som det er behov for som er utgangspunktet. Dette vil gi nødvendig informasjon til en spesifisering for hvilke verktøy som passer best til å støtte driften. Her er noen grunner til hvorfor man kan bruke programvare til driftsstøtte og tjenestehåndtering:
+ Although tools can be important, as they are not important in itself. For the tasks and processes to be done, and the information needed which are important. They will provide the necessary information to spesify which tools are best suited to support operations. Here are some reasons why one may use software for operational and service management:
  
-  * økte krav fra brukerne
-  * mangel på IT-kunnskap
-  * budsjettbegrensninger
-  * virksomheten er helt avhengig av kvaliteten på tjenesten
-  * integrasjon av systemer fra flere leverandører
-  * økt kompleksitet i IT-infrastrukturen
-  * fremvekst av internasjonale standarder
-  * økt omfang og endringer innen IT
+  * increased demands from users
+  * lack of ICT knowledge
+  * budget limitations
+  * organisations is entirely dependent on the quality of service
+  * integration of systems from multiple vendors
+  * increased complexity of ICT infrastructure
+  * emergence of international standards
+  * Extended scope and changes in ICT
  
- Automatiske verktøy tillater:
+ Automatic tools allow:
  
-  * sentralisering av nøkkelfunksjoner
-  * automatisering av funksjoner i tjenesteleveransen
+  * Centralization of key functions
+  * Automation of functions in the service delivery
-  * analyse av data
+  * Analysis of data
-  * identifisering av trender
-  * preventive tiltak kan implementeres
+  * Identification of trends
+  * Preventive measures may be implemented
  
- === Type verktøy ===
+ === Type of tool ===
  
- I dette kapitlet har vi forestått en rekke verktøy for å forbedre driftsstøtten. Her følger en oppsummering av verktøyene:
+ In this chapter we have proposed a number of tools to improve operational support. Here follows a summary of the tools:
  
-  * Debian-verktøy for sentralt programarkiv
-  * Database for konfigurasjoner og maskinvare (subversion for oppsettfiler, regneark med oversikt over all maskinvare med fysisk plassering)
-  * System for bygghåndtering
-  * Maskinvare for testing og reserveløsning
-  * Hendelseslogger (Request Tracker)
+  * Debian tools for central program archives (DSL)
+  * Database for configurations and hardware (subversion setup files, spreadsheets detailing all hardware with physical location)
+  * System for construction management
+  * Hardware for testing and backup solution
+  * Request Tracker
-  * System for overvåking (Munin)
+  * System for monitoring (Munin)
  
- Etter som driftsavdelingen får mer erfaring med systematisk drift vil det lages, eller skaffes flere typer verktøy.
+ As operations department get more experience with systematic operation it will be made, or obtained several types of tools.
  
- === Evalueringskriterier ved valg av verktøy ===
+ === Evaluation criteria when selecting tools ===
  
- Selv om det er brukt store beløp på å lage evalueringskriterier for programvare, så finnes ikke annet enn erfaringsbaserte retningslinjer. Det er ingen endelige svar på hva som er god eller mindre god programvare. Som med mye annet dreier en del seg om smak og behag. Flere løsninger gjøre samme jobben like godt, men kan ha ganske forskjellig utforming. Men det er noen tommelfingerregler som kan være nyttige å ta med seg.
+ Although it is used large amounts on creating evaluation criteria for software, the result is only experience-based guidelines. There is no final answer to what's good or less good software. As much else it revolves partly about taste. Different solutions do the same job just as well, but may have quite different design. However, here may some rules of thumb be useful.
  
- Det viktigste evalueringskriteriet er om man har behov for å gjøre en jobb i det hele tatt. Mange IT-verktøy er helt perfekt og løser sine oppgaver uten feil, men det løser oppgaver ingen trenger å ha løst. Så det viktigste kriteriet er om man løser riktig problem, og om det i det hele tatt er nødvendig å gjøre noe som helst.
+ The main evaluation criterion is whether one needs to do a job at all. Many IT tools are absolutely perfect and works without error, but it solves tasks not needed to be fixed. So the main criterion is whether it resolves the correct problem, and if it at all is necessary to do anything.
  
-  * Så det første man spør om er om verktøyet er ønsket.
+  * So the first thing you ask about is whether the tool is wanted.
  
- Om det viser seg at man vil ha løst en oppgave, kan det vise seg at løsningen er så enkel at det er like greit å kjøre noen kommandoer for hånd. Det enkleste er gjerne det beste. Men når man får mange maskiner å drifte blir automatisering helt avgjørende. Det blir for mye jobb å logge seg inn på 20 likeartede tjenermaskiner for å gjøre en sikkerhetsoppgradering. Da er automatisering tingen.
+ If it turns out one will have done a task, the solution my be so simple as to run some commands manually. The simplest way is best. But when one gets many machines to operate, automation becomes crucial. It's too much work to log into 20 similar server machines to do a security upgrade. Then automation is the thing.
  
-  * Så her må man spørre om verktøyet er nyttig til å løse oppgaven.
-  * Deretter må man spørre om verktøyet er brukbart.
+  * So here one must ask whether the tool is useful to solve the task
+  * Then one must ask whether the tool is usable.
  
- Det er ofte et stort utvalg av programmer og fremgangsmåter for å løse et bestemt oppgave. Men en del problemer løses helt annerledes når man vedlikeholder 500 datamaskiner og 11 tjenermaskiner enn når man fikser hjemme-PC-en. Et eksempel kan være verktøy for at læreren kan se skrivebordet til hver enkelt elev på sin klientmaskin. Læreren kan stoppe og starte programmer hos alle elevene, og hindre enkeltelever å bruke f.eks. lynmeldinger når dette forstyrrer skolearbeide.
+ There are often a wide range of programs and procedures to solve a specific task. But some problems solved completely different when maintaining 500 computers and 11 servers, than when fixing your home PC. An example might be tools that allow the teacher to see the desktop of each student on his or hers client machine. The teacher can stop and start programs for all pupils, and prevent individual pupils to use for example IMs when this interferes with school work.
  
- Når det gjelder valg av driftsverktøy handler det om automatisering og forenkling av driftsoppgaver. Det er om å gjøre og få redusert manuelt arbeide til et minimum. Så motivasjonen er å kun vedlikeholde automatikken. Også her går det på å gjøre ting enkelt, noe som kan være en betydelig jobb å få til.
+ Regarding the choice of operating tools, it's about automation and simplification of operational tasks. It is about making and reduce manual work to a minimum. So the motivation is to just maintain automatic. Also here it is to make things easy, which can be a considerable job to get done.
  
- Som man ser er det slett ikke enkelt å sette opp gode kriterier for valg av driftsverktøy for store installasjoner. Mest av alt kan dette skyldes at utviklere av programvare ofte mangler erfaring fra drift av IT-systemer. De er kun kjent med å lage nye ting, og det å lage gode og relevante verktøy for drift krever mange års erfaring.
+ As you can see, it is not easy to set up good criterias for selection of operating tool for large installations. Most of all, this is because software developers often lack experience in the operation of IT systems. They are known only to create new things, but to create good and relevant tools for operation requires many years of experience.
  
- En del generelle driftsverktøy som ikke har vært byttet ut de siste 20 årene. Men de produktene som brukes kan være byttet ut. Også noen programmer kan om få år være uaktuelle å bruke. Derfor må man belage seg på trening i nye utgaver av programmene som brukes til drift, eller ved oppgradering og endringer i brukerprogram.
+ Some general operational tools have not been replaced the last 20 years. But the products used may have been replaced. Also some programs may in a few years time be irrelevant to use. Therefore, one must rely on training in new editions of the applications used for operation, and in upgrades and changes in user programs.
  
- === Produkttrening ===
+ === Product training ===
  
  Thorough user training makes a lot of support can be done informally in direct conversation between users. Often training costs as little as 1% of the total operating costs. It is well worth spending a little more on training. The effect is very positive. The same applies proper training for ICT contacts in schools, and operators. Training of ICT contacts to use simple systems for password change, error messages, etc.. will provide better quality of calls to the IT service.
  
- Opplæring og produkttrening er regulert i Arbeidsmiljøloven (§ 4-2):
+ Training and product practices are in Norway regulated in the Working Environment Act (§ 4-2)
  
-  * Arbeidstakerne og deres tillitsvalgte skal holdes løpende informert om systemer som nyttes ved planlegging og gjennomføring av arbeidet. De skal gis nødvendig opplæring for å sette seg inn i systemene, og de skal medvirke ved utformingen av dem.
+  * Employees and their representatives will be kept informed of systems used in the planning and carrying out the work. They should be given the necessary training to familiarize themselves with these systems, and they shall take part in designing them.
  
  So in short it can be advantageous to increase efforts in training, which will improve ICT service and provide a significant cost reduction. This is because users and IT contacts becomes more confident and better to help each other. It should also be noted that the transition to new software can also provide an opportunity to simplify some of the operating practices. Simplification can reduce the requirement for product training.
  
- == Planlegging ved igangsetting av servicestøtte ==
+ == Planning at the upstart of service support ==
  
- Et stadig økende antall virksomheter ser nødvendigheten av tjeneste-styring. Det er ofte praksis at man baserer beslutninger på historiske og politiske vurderinger, framfor gjeldende behov i virksomheten. Derfor er det viktig å sikre at ledelsen forplikter seg til deltagelse, og forståelse for arbeidsmåten i organisasjonen, og gå gjennom eksisterende prosesser og sammenligne disse med virksomhetens behov og «best practice».
+ A growing number of organizations see the necessity of service control. It is often the practice to base decisions on historical and political considerations, rather than the current organization's needs. Therefore it is important to ensure that management commits to participation and understanding of the working methods in the organization, and go through the existing processes and compare these with the organization's needs and "best practice".
  
- === Innføring av servicestøtte ===
+ === Implementing service support ===
  
- Helsesjekk
+ Health check
  
- === Brukbarhetsstudie (Feasibility study) ===
+ === Feasibility study ===
  
- === Fastslå gjeldende situasjon ===
+ === Determine current situation ===
  
- Helsesjekk
+ Health check
  
- === Generelle retningslinjer for prosjektplanlegging ===
+ === General guidelines for project planning ===
  
- Forretningstilfelle for prosjektet
+ Business case for the project
  
- Kritiske suksessfaktorer og mulige problemer
+ Critical success factors and possible problems
  
- Prosjektkostnader
+ Project costs
  
- Organisasjonen
+ Organization
  
- Produkt
+ Product
  
  Planning
  
- Kommunikasjonsplan
+ Plan for communication
  
- === Prosjektgjennomgang og rapportering ===
+ === Project review and reporting ===
  
- Fremdrift
+ Progress
  
- Evaluering av prosjektet
+ Evaluation of the project
  
- Etterarbeide
+ Supplementary work.
  
- Gjennomgang for å sjekke samsvar med kvalitetsparametere
+ Going through to check compliance with quality parameters
  
- Gjennomgang i forhold til nøkkelfaktorer
+ Going through in relation to key factors
  
  <references />