Service Portfolio Managemen

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Service Portfolio Managemen

  1. 1. Service Portfolio Management<br />
  2. 2. 2<br />The Quest for Alignment<br />Business Objectives & Outcomes <br />“Shorten Sales<br />Cycles”<br />“Improve Customer<br />Service”<br />“Increase Staff<br />Productivity”<br />The Great IT Dilemma<br />Demonstrating more business value<br />Limited business context<br />“This quarter you consumed X MIPS<br />and the charge is..”<br />“We manage over<br />X identities and Y<br />access rights”<br />“Last month’s network <br />availability exceeded<br />99.25%”<br />“Our help desk staff <br />answered Y issues within 30 minutes”<br />“Our project<br />completion rate<br /> runs at ….”<br />Security, Risk<br />& Compliance<br />NOC<br />Systems /Storage<br />Service Desk<br />PMO<br />The IT Black Box Cost Center<br />
  3. 3. Building a Service Lens<br />3<br />Business Objectives & Outcome <br />“Shorten<br />Sales Cycles”<br />“Increase staff<br />productivity?”<br />“Improve customer<br />service”<br />Customer<br />statements<br />Employee<br />on-boarding<br />PDA lead<br />notification<br />service<br />IT Resources & Capabilities<br />
  4. 4. Service Portfolio Management<br />4<br />Business Objectives & Outcomes<br />Service Function<br />Service Quality<br />Service Cost<br />Decision Making<br />Demonstrating more business value<br />Business <br />Demand<br />ContinuouslyAlign<br />IT Supply<br />Execution<br />App and infrastructureperformance targets<br />Development Staff Priorities<br />Service Priorities<br />Asset Allocations<br />
  5. 5. A Complete Service Portfolio Management Solution<br />Prioritize<br />Demand<br />Demonstrating more business value<br />Benefit<br />Function<br />Optimize<br />Investments<br />Define<br />Service<br />Continuously<br />Align<br />Quality<br />Cost<br />Streamline<br />Delivery<br />5<br />
  6. 6. Service Portfolio Management<br />6<br />Presents Services in a Customer Facing Catalog<br />Value<br />PDA sales lead<br />notification<br />service<br />PDA sales lead<br />notification<br />service<br /><ul><li>Customer Engagement
  7. 7. Simplified ordering & Rapid fulfilment
  8. 8. Unify operational silos (e.g. operations, security)</li></ul>Function: IT will provide<br />a PDA based application<br />enabling sales execs to be <br />immediately notified of new sales leads.<br />Quality:Upon request, the application will be delivered, installed and fully operational within 24 hours.<br />Cost:Standard cost for the Service is $150 per device,peryear.<br />Customer<br />statement service<br />Employee<br />on-boarding<br />service<br />Addresses tough business problems for IT:<br /><ul><li>How IT resources map to and support business needs
  9. 9. How to present IT in simple, clear way that customers relate to and understand
  10. 10. How to shield customers from increasing IT complexity</li></li></ul><li>Service Portfolio Management<br />7<br />Tracks Service in Business Terms<br />Value<br />PDA sales lead<br />notification<br />service<br /><ul><li>Engagement & alignment
  11. 11. Better forecasting and budgeting
  12. 12. Shapes current demand</li></ul>Customer<br />statement service<br />Employee<br />on-boarding<br />service<br />Addresses tough business problems for IT:<br /><ul><li>How to contractualize IT service and support in customer/business language
  13. 13. Explaining what the business gets for its money from the technology provided
  14. 14. How well IT services are is performing against business objectives</li></li></ul><li>Service Portfolio Management<br />8<br />Measures Ongoing Service Consumption <br />Value<br />PDA sales lead<br />notification<br />service<br /><ul><li>Determines the true cost of providing services
  15. 15. Helps set pricing to influence future demand</li></ul>Customer<br />statement service<br />Customer<br />statement service<br />Customer<br />statement service<br />Employee<br />on-boarding<br />service<br />Addresses tough business problems for IT:<br /><ul><li>Determines which services are meeting expectations for cost, quality, function
  16. 16. Helps the business better forecast IT demand
  17. 17. Compares service to alternative offerings; answers where we should invest and divest</li></li></ul><li>Service Portfolio Management<br />9<br />Manages Strategic Demand to Build the Pipeline<br />Value<br />Customer<br />Statement service<br /><ul><li>Prioritize business demand
  18. 18. Fact-based decision making
  19. 19. Improves resource utilization</li></ul>PDA sales lead<br />notification<br />service<br />Replenish & Replace<br />Employee<br />on-boarding<br />service<br />Consolidated<br />Customer statement<br />service<br />Online customer<br />quoting service<br />Addresses tough business problems for IT:<br /><ul><li>How to better allocate every dollar invested in IT to the initiatives most valued by the business
  20. 20. How to build the confidence to say no to misaligned projects and low value services</li></li></ul><li>Service Portfolio Management – Validation <br />10<br />Industry Analysts<br />“Implementing service portfolio management helps CIOs transform IT assets and their associated costs into business services that they can price and link to business value. IT’s position within the firm morphs from a cost center to a value-added service provider with transparency into its operations and spending”.<br />Service Portfolio Management Links IT Capabilities To Business Value<br />Craig Symons – Nov, 2008 – Forrester <br />ITIL Best Practice<br />“The service portfolio is the most critical management system for supporting all the processes. It describes the service delivery in terms of value for the customer and must include all of the service information and its status<br />Service Design based on ITIL V3 – Van Haren Publishing<br />
  21. 21. ITIL V3- Service Lifecycle Support and the Service Portfolio<br />11<br />Service Knowledge Management<br />System<br />Executives/LOB<br />Service Portfolio<br />Service Lifecycle<br />CA Clarity PPM<br />Requirements<br />Defined<br />Analysed<br />Service Strategy & Design<br />Service Pipeline<br />Approved<br />Chartered<br />Service Catalogue<br />Designed<br />Developed<br />CA Service Catalog<br />Built<br />Test<br />Release<br />Operational<br />Retired<br />Customers/Users<br />
  22. 22. Service Portfolio Management – On-Ramps<br />12<br />PrioritizeDemand<br />Benefit<br />Function<br />Catalog<br />Accounting<br />Service Level<br />Mgmt<br />Project andPortfolio<br />Mgmt<br />Optimize<br />Investments<br />Define<br />Services<br />IT AssetMgmt<br />ServiceDesk<br />Quality<br />Cost<br />Streamline<br />Delivery<br />
  23. 23. Service Portfolio Management - Recap<br />Inward focus on technology and IT management silos fail to address key service challenges<br />Service Portfolio Management addresses this by dynamically aligning IT resources to business value<br />Prioritizes both strategic and operational demand<br />Measures performance against business objectives<br />Demonstrates the value of IT in clear business language<br />Comprehensive service costing (IT assets, people, projects)<br />Industry leading and award winning solutions <br />Best practice support to drive continuous improvement<br />Address immediate pain, integrate to build maturity<br />Let&apos;s you make the &apos;Right&apos; decisionsand &apos;Execute&apos;<br />Decision Making<br />ContinuouslyAlign<br />Execution<br />13<br />
  24. 24. Thank You!<br />
  25. 25. Footnotes<br />15<br />* The Magic Quadrant is copyrighted 2006 by Gartner, Inc. and is reused with permission. The Magic Quadrant is a graphical representation of a marketplace at and for a specific time period. It depicts Gartner’s analysis of how certain vendors measure against criteria for that marketplace, as defined by Gartner. Gartner does not endorse any vendor, product or service depicted in the Magic Quadrant, and does not advise technology users to select only those vendors placed in the “Leaders” quadrant. The Magic Quadrant is intended solely as a research tool, and is not meant to be a specific guide to action. Gartner disclaims all warranties, express or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose.<br />** The Forrester Waves are copyrighted by Forrester Research, Inc. Forrester and Forrester Wave are trademarks of Forrester Research, Inc. The Forrester Wave is a graphical representation of Forrester’s call on a market and is plotted using a detailed spreadsheet with exposed scores, weightings, and comments. Forrester does not endorse any vendor, product, or service depicted in the Forrester Wave. Information is based on best available resources. Opinions reflect judgment at the time and are subject to change.<br />Gartner, Inc., “Magic Quadrant for IT Project and Portfolio Management,” Matt Light, Daniel B. Stang; June 13, 2008.<br />The Forrester Wave™: Service Desk Management Tools, Q2 2008,” Forrester Research, Inc.; April 2008.<br />“The Forrester Wave™: Project Portfolio Management Tools, Q4 2007,” Forrester Research, Inc.; December 18, 2007.<br />“The Forrester Wave™: IT Asset Lifecycle Management, Q2 2009,” Forrester Research Inc.; April 10, 2009.<br />

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