Shaping IT Service Management at The Hartree Centre: Continual Service Improvement

The last in a series of blog posts from Dave Cable, Head of Service Operations here at The Hartree Centre summarises the steps we have taken to implement IT Service Management. 

In previous posts, I described three key components of ITIL infrastructure which we have implemented at the Hartree Centre – Service Operations, Service Design and Service Transition.  These are all inter-dependent and equal in stature.  However, there is one further area of ITIL which is slightly different because it underpins all of the above – Continual Service Improvement (CSI).  Continuous improvement is vital, because it ensures that processes and functions do not remain static.  They develop and improve in response to operational lessons learnt, leading to overall improvements in service quality.  Continuous improvement provides a feedback mechanism and tools to incorporate that feedback.  It can also work with quality management tools.

ITIL provides two complementary tools to implement CSI – the Deming Cycle, and the Seven-step Improvement Process.

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Work experience at the Hartree Centre

In this post we talk about developing activities for the Hartree Centre work experience programme and what happened when we challenged 6 students to work together to build a 20-node mini super computer.

STFC runs a work experience programme every year with applicants expressing an interest in placements within the centre. Initially, we had a view of taking just one student to join our Future Technologies team but after hearing about other placements, we wanted to move away from the ‘lone student’ experience and offer a group-based opportunity. We hoped that this would show students how we operate here in multi-disciplinary teams working together to solve challenges. As a result, 6 students from local colleges joined us for 2 weeks to find out more about life here at the Hartree Centre.

Student experience

We were certain that we wanted the group to gain an insight into the breadth of projects undertaken by the Hartree Centre, provide an introduction to parallel computing and data science, and for students to have a shared, enjoyable and valuable learning experience. We also wanted to make sure students were able to work towards something tangible and an ‘end product’ that would have a lifespan after the work experience programme.

Our idea was to be able to use the experience of the students building a 20-node Raspberry Pi cluster to build upon existing learning modules we had started to make for a local school, culminating in a set of resources available for our local community. The guidance notes on Wee Archie from our colleagues at EPCC helped direct our thoughts as to how we could structure the programme for students from a variety of academic backgrounds.

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Shaping IT Service Management at The Hartree Centre: Service Design

The third in a series of blog posts from Dave Cable, Head of Service Operations here at The Hartree Centre gives us an introduction to service design, transition, configuration management and change management. 

In my previous post, I described the key aspects of the ITIL Service Operation area that we have implemented at the Hartree Centre.  In this post, I’ll move on to Service Design and Service Transition.

What is Service Design?

The ITIL area of Service Strategy considers all the business requirements for IT services, and from them constructs a high-level view of the range of services to be offered.  Service Design turns this high-level portfolio into a set of service specifications for inclusion in the organisation’s Service Catalogue.  It takes account of the requirements for information security, availability and capacity.  Service catalogue entries also include details of standard service levels (SLA metrics) and provide, where appropriate, pricing information.  Note that non-standard service levels may be negotiated with individual customers.

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