The Word on the Street‘Service Catalogue drives your people. It is a key mechanism in culturalchange, the foundation of customer relationship, and a pivotal tool fororganising effort.’ Rob England‘Without a service catalog, your public, private, or hybrid cloud is just a fogbank.’ Frank Bucalo Senior Architect, IT Service‘Service Catalogs are the cornerstone of service delivery and automation, andthe starting point for any company interested in saving money and improvingrelationships with the business.’ Forrester Research‘The Service Catalog has also proven to be a critical success factor for thetransformation to a Service Management culture. Recognizing that the realvalue the IT organization provides to “the business” is not about offeringservers or routers or workstations, it is about offering integrated technologysolutions that optimize critical business processes.’ David M. Colburn, United States Army
Facts & Figures64% of IT Executives felt that they were unable to provide thebusiness with quantifiable metrics demonstrating the value of ITservices and assets.’ Axios Systems Survey 2009Only 17% of finance executives agreed with the statement "Ourinvestments in IT are delivering business value." Gartner & IBM survey of 456 senior business executives96% of respondents identified solid executive sponsorship as either“Very Important” or “Somewhat Important” to the success of theirService Catalog project. EMA Service Catalog Survey 200895% of survey respondents ranked detailed requirements as “veryimportant” or “somewhat important” to the success of their ServiceCatalog project and 92% ranked a detailed project plan similarly. EMA Service Catalog Survey 2008
What Do We Mean By Services?Analogy: The Airline BusinessLarge amount of technology, resources, skills and knowledgedeployed to get passengers from A to B, safely and on time.As passengers, our focal point of the service is the flight andskill of the pilots.However every component has a part to play in the success ofthe service:The flight may land on time but delays with baggage result inpassengers being late.
‘SERVICE’‘A bundle of activities (IT, people and process) combined toprovide a business outcome
What Metrics do we produce?First Time fixFirst Contact ResolutionResponse timeTurnaround TimeAbandon RateAverage Time to AnswerAverage Call duration
What Metrics do we produce?First Time fix System AvailabilityFirst Contact Resolution Server AvailabilityResponse time Application AvailabilityTurnaround Time System response timeAbandon Rate No. of incidentsAverage Time to Answer No. of requestsAverage Call duration No. of changes SLA performance
What Metrics do we produce?o All the 9s…o Volumeso IT Processeso ‘SLA’ performanceo IT Systems performance
Service Level AgreementsWhat do you mean? Patronising Irrelevant Inappropriate IT and system-focussed Over-engineered Under-estimated Un-measureable Un-actionable Not measured or acted upon Generally untroubled by useGenerally just about what IT thinks it doesUsually annoying to non-IT people…
The SLA small print…– ICT accepts no responsibility whatsoever at any time for anything it might or might not do..– The person of the first party shall be ICT, pending approval from the ICT Steering committee. In respect of the second party this should be the user community as appropriate. 3 rd parties are not allowed, unless these include free alcohol.– SLA performance is not guaranteed, but is expected to reach 60% of 90% of the agreed target, except when the DBAs and Network team are on a bender.– The Service Desk will accept calls from users if they really feel like it They also reserve the right to ask unreasonable questions about serial numbers, otherwise all contact is invalid.– IT reserve the right to send meaningless automated emails to users at any time.– Query response times are expected to be sub-second, unless there is excessive run-time load from QRG tables on the JTAG server in X/DOPP. XSPART nodes are enabled for elves, except under BS/0906688, including abusive calls to the monkfish database.– IT will respond in a timely manner to high-priority business incidents, if they are asked very nicely indeed and also made to feel very special and important.– System availability will be 100% when not required, patchy at key business times, which are not agreed or understood.– All requests will be ignored until they are chased up by users or their angry PAs.– Requests for PCs will be delivered within 6 months or at least before the requester leaves the organisation – or whichever is most convenient for the IT department.– Users are responsible for care and maintenance of their own PCs – if not they will be subject to abuse and humiliation from young geeky guys with no socials skills and who don’t have any other sort of life and couldn’t get a girlfriend.– This SLA document is binding and any breach of the aforementioned conditions will result in immediate dismissal and summary execution.– This SLA will be filed for reference and stored in the private folder D://unused/garbage, marked ‘Do not read’. In the event of it being read it will become invalid.– Issues or complaints should be escalated to the least responsible person available, and will be ignored.
SLAs are often started without services being defined or understood.There is often little understanding of how to build and negotiateservices and SLAs.In effect the services are also being defined as well as the SLAs –perhaps unwittingly.
CUSTOMERS SLM PROJECT IT SERVICE PROVIDER What IT services Planning What IT services are key to you? do you provide? Workshops Key people Infrastructure Negotiation Key systems Networks Facilitation Key departments Documentation Applications Key times/targets Build Service Service/Help Desk When do you need them? Catalog Set up reporting ProcurementHow quickly do you need them restored? Projects Set up review mechanismsWhat support information do you What are your resource levels? need? Plan full implementation 3rd party contracts? What reviews do you need? Ongoing support What levels of service can you as needed provide?
Service Catalogue Elements Elements: User Request Catalogue For the IT end-user Self-service request fulfillment Similar to online shopping experience Business Service Catalogue View For the business customer In business terms Specific non-IT information Business SLAs Technical Service Catalogue View For the IT provider Technical and supply-chain details Component level service data OLA and Underpinning Contracts
Key Questions• Do we deliver what our customers need via our services?• Can we demonstrate this?• Would our customers agree?
Moments of truth• A customer can log on to the website and buy CDs and DVDs• Doctors and medical staff access records when needed• Sales staff get information when they need it to help sell products to customers• Till and EPOS systems area available to checkout staff.• Logistics teams get the information they need to distribute goods to stores• Online and communications systems are available to process financial transactions between organisations• Call centre systems are available and responsive to staff when customers call in• Systems are available for access to mobile and broadcast communications networks• A system user can access their applications when they need to work• Support is available, helpful and effective when needed
Overall metrics Customer Satisfaction Net Promoter Score Overall IT QOS Sales HR Service Logistics Service Treasury Service Budget Service Desk
SERVICE CATALOG 7-Step ROUTE MAP YOU ? Feasibility - work out what benefits will be achievable at what cost – be STRATEGY clear and realistic on expectations.1. Feasibility Workshops – these are essential to get people together and moving forward quickly. Get everyone together and at the same level of2. Workshops understanding.3. Customer Liaison Customer liaison / negotiation - talk to customers and users and get their input in their own words. IT Liaison / Negotiation - liaise and negotiate with IT – keep the focus DESIGN on the business needs (diplomacy required..)4. IT Liaison Service Design - what are the service and offerings, how do they integrate with each other and other ITSM processes. What governance5. Service Design processes are needed to maintain them?6. Documentation Documentation – keep it simple and clear. Don’t let this be driven by technical focus. Implementation – it is essential to get the right people with the rightIMPLEMENTATION skills and approach involved – much of this work is business negotiation and liaison (albeit with technical understanding). It is therefore not advisable to have junior or overly-technical people7. Implementation involved apart from for reference on technical issues. Strong governance and on-going maintenance is essential to ensure that services remain current and relevant.
STRATEGY 1. Feasibility 2. Workshops 3. Customer LiaisonFeasibility - work out what benefits will be achievable atwhat cost – be clear and realistic on expectations.Workshops – these are essential to get people togetherand moving forward quickly. Get everyone together and atthe same level of understanding.Customer liaison / negotiation - talk to customers andusers and get their input in their own words.
High-Level Services List SERVICE FUNCTION CUSTOMER USERS IT DELIVERYName of the What does this do? i.e. The ultimate Who are the users, This is how IT deliversservice provides mobile comms, business customer – which this service – support makes payments, receives who pays for the departments, how teams, 3rd parties, orders, delivers training service and agrees many users are owners, which part of the SLA there the infrastructure are required
Term Definition Current useServiceService OfferingService Catalog(SC) SC User Request Portal SC Business View SC Technical ViewService EntityService PortfolioSLAOLA 43
Term Definition Current useService A bundle of activities (IT, people and process) combined to provide a business outcomeService Offering A specific task offered as part of a service ( e.g. create/change/remove/retire)Service Catalog A framework of services (+ offerings)provided as a multi-level set of Catalog of Services(SC) information, including: SC User Front end user-friendly interface for users to get information and Service Catalog Request Portal fulfillment of services and offerings (e.g. like Amazon) SC Business Outputs intended for business customers/users. Identifying service View performance, supply and demand etc. (e.g. reports + scorecards) SC Technical Technical and organizational information to support the IS/IT View organization in delivering the services and offerings (e.g. technical + process documentation)Service Entity Features/values recorded as part of the service (e.g. owner, customer, components, SLA)Service Portfolio The lifecycle management of Services from pipeline through to Service Offering (?) retiral. ‘Service Catalog’ is the live service status.SLA Written target for service performance and delivery agreed with customerOLA Internal SLA to define inter-departmental responsibilities required to 44 meet customer SLAs
YU ? DESIGN 4. IT Liaison 5. Service Design 6. DocumentationIT Liaison / Negotiation - liaise and negotiate with IT –keep the focus on the business needs (diplomacyrequired..)Service Design - what are the service and offerings, howdo they integrate with each other and other ITSMprocesses. What governance processes are needed tomaintain them?Documentation – keep it simple and clear. Don’t let this bedriven by technical focus.
Service Attributes• Description • Criticality• Business Area • Customer Resp.• Customer • Sourcing Model• Users • Contingency/DR• SLA • Portfolio Status• Service Type • Service Owner• IT Delivery • Cost/Price
IMPLEMENTATION 7. ImplementationImplementation – it is essential to get the right peoplewith the right skills and approach involved – much ofthis work is business negotiation and liaison (albeit withtechnical understanding). It is therefore not advisable tohave junior or overly-technical people involved apartfrom for reference on technical issues.Strong governance and on-going maintenance isessential to ensure that services remain current andrelevant.
What are the challenges?• Developing business/non-IT skills • Commercial negotiation • Marketing + communications • Moving to ‘supply chain’ management• Overcoming resistance – from IT• Inertia and lack of momentum• Old IT/ITIL thinking‘Walk the walk’ with ourcustomers
Thank you for listening…For more information:firstname.lastname@example.org@barclayraewww.barclayrae.comwww.itsmtv.co.uk 52
R em ove /User Portal N ew Starter C hange C lose A dditional Lev 1 Services Services Em ployee SystemTelephone C om puter Mobile Working Printer Services A pplications H elp & Support H osting & Professional IT Services Lev 2 SecurityTelephone HR Self Service Em ail Conferencing Printer H osting IT Training Services A pplications Fix D esktop Web H om e C entral Finance IT Services Service D esk StorageTelephone Working Printing A pplications C onsultancy Security & Mobile Office IT Peripherals Em ail off N et A ccess Phone A pplications D evelopm ent C ontrol Touchscreen More D esktop PC IT Projects Mobility A pplications IT Service Laptop PC Services D elivery Sub-Services Offerings Ğ Provide Move Recover Leaving Configure Refresh Transfer Amend 54
Section 1.3 Business View C om plaintsServices with SLA D em and B usiness Portfolio B udget IT Process & C SI Initiatives C harge Perform ance Managem ent R esilience D evelopm ent B alance Manual Suggestions Individual B usiness R esilience Monthly C om plaint RAG Trend Portfolio Initiatives Services & Staffing C ategories to B udget H igh Level Trends Report B riefing D escribed C harge Predictions A pplications B alance Team Project to R esilience Trends from SLA Services & Service C ategories Mid Level Questions D escriptions C harge Prediction ExplainedOrganisation Project Suggestions H ow SLA is R esilience Links to C harge Staffing Logged Measured D etail Policy Sum m ary Prediction C om plim ents Links to Posted B A U D em and Screens D etail Sub Screens 55
Section 1.4 Technical View B usiness D isaster Translation C apacity Perform ance C onfiguration Event C SI IT Process R esilience Events B usiness to Guidance Support SLA D etail Managem ent Program m e Manual Technical Preparation Technical Project to R esilience R A G Trend Section 1.2 Event Initiative Service C ategories to Preparation H ot Spots H igh Level R eport level 2 -5 Warning D escribed Prediction A pplications Project to R esilience R em ote D R SLA Technical H ot Spot Program m e Staffing C ategories Event Log Mid Level H ost & em ail D escriptions Translation D etail R ead Prediction Explained Processing Search & R esilience H ow SLA is Log Search Links toB A U D em and by Export for D etail Measured & Export Policy A pplication R eporting H osting Im pact & Operational C onfiguration Links to C apacity R oot C ause Measures Item s D etail D esign H ardware C urrent D iscoveredC onsum ption D etail C om ponent ScreensC onsum ption B alance People Sub Screens C apacity 56