Service catalog presentation November 2011

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Brighttalk webinar on the 4 key decisions for successful implementation of Service Catalog.

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  • Service catalog is stable - not a fad. There is a constant need for it... but why??? compare to fads like ‘myspace or new trends like ITIL V3... ever since 2005/2006 there has been a solid interest in Service Catalogs
  • Lexus feeling -- these cars are for people who don’t like driving, who don’t enjoy ‘tinkering’ and want the comfort of a car without the extra work it brings... it’s the same with IT - you want to enjoy the comforts of IT, and the benefits that it brings. You know enough of the tehnology and what is available out there to be able to know what you want. But you don’t want to have to become an expert in the nitty gritty details. Forget the product - give me the service. I want to know that my car is washed each time I take it in for a checkup. I want to know that I can call the service department whenever I need them and where ever I need them and they’ll come and drop a replacement car off (so that I’m not inconvenienced) I want to be able to concentrate on my daily tasks, goals and opportunities with out spending time worrying about the car or where it will take me... IT should be the same - it’s there when you need it so you can get on with your work.
  • do a google search on Service Catalog Add blog and website addresses with short description in the handouts.
  • Research under 12,000 IT Professionals and the wider community via twitter and facebook.
  • ENGAGEMENT: How to get IT people to enter data to keep the catalog filled with correct information? ALL IT
  • Why use it? What is included? Who needs it? What does it look like?
  • Containing details of all the IT services delivered to the customer, together with relationships to the supporting services, shared services, components and CIs necessary to support the provision of the service to the bsiness This should underpin the business service catalogue and not form part of the customer view.
  • A service Catalog on its own is not enough... it will be like a dead document.. SLM Supplier Management Technical Support Processes Project Management
  • Bachelor in Service Catalog Management? chicken - egg // business experience - IT guru? WE GET carried away with the technical side of the service catalog and lose track of the business reason.
  • People Strategy Execution Cash
  • Where are we going?? We have a business or IT group (the bus / Lexus) What is our ultimate goal?... Long term strategy needed?
  • Jim Collins - get the right people on the bus Strong leadership and organizational skills, with experience in successful business negotiations• Creativity and resourcefulness in identifying issues and developing solutions, with an ability to effectively articulate issues to management• Experienced in facilitating meetings and conflict resolution• Ability to manage competing priorities in a complex environment• Strong interpersonal skills, with excellent verbal and written communication and presentation skills• Ability to work in a fast-paced, team environment• Committed to quality. Knowledge/Skills: • Strong project management skills and the ability to manage projects through a system development lifecycle using standard methodologies, including project management, waterfall, iterative and agile • Familiarity with, and understanding of, Application Rationalization and its justifications • 4+ years of project management experience for software development projects, from inception through deployment • Strong familiarity with systems architecture and platforms • Experience on cross-functional, enterprise-wide IT projects which impact multiple business units • Experienced in developing processes and methodologies in IT • Experience in working with, and managing, offshore resources and teams comprised of a mix of employees and third-party consultants • Strong leadership and organizational skills, with experience in successful business negotiations • Creativity and resourcefulness in identifying issues and developing solutions, with an ability to effectively articulate issues to management • Experienced in facilitating meetings and conflict resolution • Ability to manage competing priorities in a complex environment • Strong interpersonal skills, with excellent verbal and written communication and presentation skills • Ability to work in a fast-paced, team environment • Committed to quality.
  • Jim Collins - get the right people on the bus Strong leadership and organizational skills, with experience in successful business negotiations• Creativity and resourcefulness in identifying issues and developing solutions, with an ability to effectively articulate issues to management• Experienced in facilitating meetings and conflict resolution• Ability to manage competing priorities in a complex environment• Strong interpersonal skills, with excellent verbal and written communication and presentation skills• Ability to work in a fast-paced, team environment• Committed to quality. Knowledge/Skills: • Strong project management skills and the ability to manage projects through a system development lifecycle using standard methodologies, including project management, waterfall, iterative and agile • Familiarity with, and understanding of, Application Rationalization and its justifications • 4+ years of project management experience for software development projects, from inception through deployment • Strong familiarity with systems architecture and platforms • Experience on cross-functional, enterprise-wide IT projects which impact multiple business units • Experienced in developing processes and methodologies in IT • Experience in working with, and managing, offshore resources and teams comprised of a mix of employees and third-party consultants • Strong leadership and organizational skills, with experience in successful business negotiations • Creativity and resourcefulness in identifying issues and developing solutions, with an ability to effectively articulate issues to management • Experienced in facilitating meetings and conflict resolution • Ability to manage competing priorities in a complex environment • Strong interpersonal skills, with excellent verbal and written communication and presentation skills • Ability to work in a fast-paced, team environment • Committed to quality.
  • MONEY DOESN’T GROW ON TREES Have enough money in the budget to enable the IT group to focus on the full service delivery - not only products. Give true indication of what is involved in delivering the service
  • Do we have the ability to ‘deliver the goods’? How mature is our incident process? How mature is our Service Level Management Process?
  • start small the SC may consist of a matrix, table or spreadsheet. later integrate as part of their CMS excel wiki tools applications
  • Draft catalog discuss with IT and the business
  • Draft catalog discuss with IT and the business
  • Draft catalog discuss with IT and the business
  • Our customers are SMART - they know what is possible . The Changing Landscape of IT Careers. Tech Skills Now Required in the Business Side As I've written before, the IT landscape for jobs is changing due to virtualization, Software as as service and now cloud computing. This article in Cio.com goes into more detail. In a recent blog post , M icha el Krupa, technical director for HR Technology and a former IT consultant, compares the IT support requirements of traditional , on-premise software v ersus SaaS . His verdict? "SaaS applicati ons do not require as much IT support as on-premise solutions," Krupa offers. "My experience with SaaS applications show that you no longer need IT datacenter support, database administration support, application infrastructure support and application development support (with the exception of interfaces)." "Poof. Gone. No longer needed," he adds, rather dramatically. Other technologies such as virtualization will reduce IT hardware and, presumably, the headcount needed to manage the hardware. I'm not as negative on the future of IT jobs. Sure, you don't need database admins, but you still need application experts to customize SalesForce -- and even some development to integrate with your other cloud systems.  What's interesting is how it forces formerly "non-technical" staff to become very tech adept to manage these systems.  So the famous Business IT Alignment happens not by IT people getting savvy about business but by business getting IT'd.  Poof! The job migrated into another job. 
  • you need a structured process
  • you need a structured process
  • more mature organisations can consider linking various systems and tools together towards a CMS.
  • one - day workshops on Service catalogs and using them to make the IT group more successful
  • Service catalog presentation November 2011

    1. 1. <ul><li>4 decisions for execution success </li></ul>Service Catalog Ivanka Menken CEO - The Art of Service
    2. 3. SERVICE ≠ PRODUCT
    3. 4. IT Staff often confuse a ‘service’ as perceived by the customer with an IT system. ITIL ® V3 - Service Design page 61
    4. 5. LEXUS feeling
    5. 6. A lot of focus on the theory <ul><li>Blogs </li></ul><ul><li>Articles </li></ul><ul><li>Whitepapers </li></ul><ul><li>Training courses </li></ul>
    6. 7. Does your IT Group use an IT Service Catalog?
    7. 8. <ul><li>No, but I wish they did </li></ul><ul><li>Yes, Product Based </li></ul><ul><li>Yes, but too technical </li></ul><ul><li>Yes, and I love it </li></ul><ul><li>No, and I like it that way </li></ul>The Art of Service survey on 12,000 IT Professionals, 2010
    8. 9. ITIL & Service Catalog New Services R&D Service Catalog Retired Services
    9. 10. Purpose <ul><li>To provide a single source of consistent information on all of the agreed service, and ensure that it is widely available to whose who are approved to access it. </li></ul>New Services R&D Service Catalog Retired Services
    10. 11. <ul><li>Goal: </li></ul><ul><li>“ Manage the information contained within the Service Catalog, and to ensure that is is accurate and reflects the current details , status , interfaces and dependencies of all services that are being run, or being prepared to run in the live environment” </li></ul>ITIL V3 Service Design, page 60
    11. 12. EVERYBODY is involved
    12. 14. BE CONFIDENT IN YOUR ABILITY TO DELIVER
    13. 15. Business Catalog <ul><li>Business Language </li></ul><ul><li>(pre-) Sales document </li></ul><ul><li>Customer view </li></ul>
    14. 16. of EVERY live service or service being transitioned into the live environment Details current status interfaces dependencies
    15. 17. Technical Catalog <ul><li>The service mechanics </li></ul><ul><li>Supporting services, shared services, service components and products. </li></ul><ul><li>Underpins the Business Catalog </li></ul>
    16. 18. Other processes & activities <ul><li>SLM </li></ul><ul><li>Supplier Management </li></ul><ul><li>Technical Support Processes </li></ul><ul><li>Project Management </li></ul>
    17. 19. CHANGE MANAGEMENT
    18. 20. What you need to know... <ul><li>How to develop, publish, and implement your ITIL- based Service Catalog </li></ul><ul><li>How to define IT services quickly </li></ul><ul><li>Critical Success Factors and KPIs </li></ul><ul><li>How to maintain your Service Catalog </li></ul><ul><li>Challenges and risks associated with using a Service Catalog </li></ul><ul><li>How software tools can help and hinder Service Catalog creation and operation </li></ul>
    19. 21. Service Catalog FEATURES vs. BENEFITS WANTS vs. NEEDS
    20. 22. 4 decisions
    21. 23. Success in business SUCCESS Strategy PEOPLE HR EXECUTION CASH SYSTEMS
    22. 24. Success in IT <ul><li>STRATEGY </li></ul><ul><li>CASH </li></ul><ul><li>EXECUTION </li></ul><ul><li>PEOPLE </li></ul>
    23. 25. STRAGEGY 1 1
    24. 26. WHO ARE YOU SERVING? <ul><li>The business? </li></ul><ul><li>Or </li></ul><ul><li>the business’s business? </li></ul>
    25. 27. Desired outcome <ul><li>Budget </li></ul><ul><li>Sales / revenue </li></ul><ul><li>Staff morale / workload </li></ul><ul><li>Customer Satisfaction </li></ul>
    26. 28. PEOPLE 2 2
    27. 29. People <ul><li>Hire attitude - train skills </li></ul>
    28. 30. <ul><li>Key skills for Service Catalogue Manager: </li></ul><ul><li>Leadership & management skills </li></ul><ul><li>Interpersonal Skills </li></ul><ul><li>Eye for detail </li></ul>Basic Skill Set
    29. 31. Service Catalog Manager <ul><li>Produce and maintain the Service Catalogue </li></ul><ul><li>all services are recorded </li></ul><ul><li>all information is accurate and up-to-date </li></ul><ul><li>information is consistent with other sources </li></ul><ul><li>information is protected and backed up </li></ul>
    30. 32. CASH 3 3
    31. 33. $ $ $ $ $ $ $ $ $ BUDGET FOR SERVICE, NOT JUST PRODUCTS
    32. 34. EXECUTION 4 4
    33. 35. What is the current situation? <ul><li>Confidence in the current IT environment </li></ul>
    34. 36. What’s next? discipline structure measures reports
    35. 37. Where to start? <ul><li>Data Management </li></ul><ul><ul><li>capture </li></ul></ul><ul><ul><li>ownership </li></ul></ul><ul><ul><li>storage </li></ul></ul><ul><ul><li>data integrity </li></ul></ul>
    36. 38. CREATE DRAFT CATALOG DISCUSS WITH STAKEHOLDERS
    37. 39. CREATE DRAFT CATALOG DISCUSS WITH STAKEHOLDERS UPDATE CATALOG USE CATALOG FOR SLA NEGOTIATIONS
    38. 40. Take your time CREATE DRAFT CATALOG DISCUSS WITH STAKEHOLDERS UPDATE CATALOG USE CATALOG FOR SLA NEGOTIATIONS
    39. 41. <ul><li>“ ... the famous Business IT Alignment happens not by IT people getting savvy about business but by business getting IT'd.  Poof! The job migrated into another job ” </li></ul>Rodrigo Flores, http://servicecatalogs.typepad.com/
    40. 42. “ The art of war does not require complicated maneuvers; the simplest are the best and common sense is fundamental. From which one might wonder how it is generals make blunders; it is because the y tr y to be clever .” —Napoleon
    41. 43. Structure & discipline
    42. 44. Structure & discipline <ul><li>Triggers for the process </li></ul><ul><li>Process activities </li></ul><ul><li>KPIs </li></ul><ul><li>Responsibilities of all people involved </li></ul><ul><ul><li>SC Manager </li></ul></ul><ul><ul><li>SC Administrator </li></ul></ul><ul><li>Interconnection with CMDB and SLAs </li></ul><ul><li>Change Management </li></ul>
    43. 45. TOOLS? <ul><li>Database </li></ul><ul><li>Spreadsheets </li></ul><ul><li>Specialised software products </li></ul><ul><li>Reporting tools </li></ul>
    44. 46. Strategic Goals / Master Plan Monthly Checks Quarterly Plan Weekly meeting Daily updates
    45. 47. Thank You
    46. 48. [email_address] PH: +61 7 3252 2055 ONLINE SHOPPING http://store.theartofservice.com ELEARNING http://theartofservice.org INFORMATION http://theartofservice.com

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