ITService Management roadmap

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Create a Service Management Roadmap
Implement service management in an order that makes sense.

Tony Denford,
Research Director – CIO
Info-Tech Research Group
ANALYST PERSPECTIVE
More than 80% of the larger enterprises we’ve worked
with start out wanting to develop advanced service
management practices without having the cultural and
organizational basics or foundational practices fully in
place.
Although you wouldn’t think this would be the case in
large enterprises, again and again IT leaders are
underestimating the importance of cultural and
foundational aspects such as governance, management
practices, and understanding business value. You must
have these fundamentals right before moving on.

This Research is Designed For: This Research Will Help You:
This Research Will Assist: This Research Will Help You:
This Research Is Designed For: This Research Will Help You:
This Research Will Also Assist: This Research Will Help Them:
Our understanding of the problem
CIO
Senior IT Management
Create or maintain service management (SM)
practices to ensure user-facing services are
delivered seamlessly to business users with
minimum interruption.
Increase the level of reliability and availability
of the services provided to the business and
improve the relationship and communication
between IT and the business.
Service Management Process Owners Formalize, standardize, and improve the
maturity of service management practices.
Identify new service management initiatives to
move IT to the next level of service
management maturity.

Resolution
Situation
Complication
Executive summary
• Inconsistent adoption of holistic practices has led to a chaotic service
delivery model that results in poor customer satisfaction.
• There is little structure, formalization, or standardization in the way IT
services are designed and managed, leading to diminishing service
quality and low business satisfaction.
• IT organizations want to be seen as strategic partners, but they fail to
address the cultural and organizational constraints.
• Without alignment with the business goals, services often fail to provide
the expected value.
• Traditional service management approaches are not adaptable for new
ways of working.
• Follow Info-Tech’s methodology to create a service management roadmap that will help guide the optimization of your IT
services and improve IT’s value to the business.
• The blueprint will help you right-size your roadmap to best suit your specific needs and goals and will provide structure,
ownership, and direction for service management.
• This blueprint allows you to accurately identify the current state of service management at your organization. Customize
the roadmap and create a plan to achieve your target service management state.
Having effective service management
practices in place will allow you to pursue
activities such as innovation and drive the
business forward.
Addressing foundational elements like
business alignment and management
practices will enable you to build effective
core practices that deliver business value.
Consistent leadership support and
engagement is essential to allow
practitioners to focus on delivering
expected outcomes.

Poor service management manifests in many different pains
across the organization
Low Service
Management
Maturity
Frequent
service-
impacting
incidents Low
satisfaction
with the
service desk
High % of
failed
deployments
Frequent
change-
related
incidents
Frequent
recurring
incidents
Inability to
find root
cause
No
communication
with the
business
Frequent
capacity-
related
incidents
…
Immaturity in service management will not result in one pain – rather, it will create a chaotic
environment for the entire organization, crippling IT’s ability to deliver and perform.
These are some
of the pains that
can be attributed
to poor service
management
practices.
And there are many more…
…
…

Mature service management practices are a necessity, not a
nice-to-have
And low maturity of service management
practices is inhibiting activities such as agility,
DevOps, digitalization, and innovation.
In 2004, PwC published a report titled “IT Moves from Cost
Center to Business Contributor.”
However, the 2014-2015 CSC Global CIO Survey showed that
a high percentage of IT is still considered a cost center.
Immature service management practices are one of the biggest hurdles preventing
IT from reaching its true potential.
Resources are primarily
focused on managing
existing IT workloads and
keeping the lights on.
Too much time and too
many resources are
used to handle urgent
incidents and problems.
31%
39%
Source: CSC Global CIO Survey: 2014-2015
“CIOs Emerge as Disruptive Innovators”

There are many misconceptions about what service
management is
Misconception #1: “Service management is a process”
Effective service management is a journey that encompasses a series of initiatives that improves the value of
services delivered.
Misconception #2: “Service Management =
Service Desk”
Service desk is the foundation, since it is the main
end-user touch point, but service management is a
set of people and processes required to deliver
business-facing services.
Misconception #3: “Service management is
about the ITSM tool”
The tool is part of the overall service management
program, but the people and processes must be in
place before implementing.
Misconception #4: “Service management
development is one big initiative”
Service management development is a series of
initiatives that takes into account an organization’s
current state, maturity, capacities, and objectives.
Misconception #5: “Service management
processes can be deployed in any order,
assuming good planning and design”
A successful service management program takes
into account the dependencies of processes.

There are many misconceptions about what service
management is (continued)
Misconception #6: “Service management is resolving incidents and deploying changes”
Service management is about delivering high-value and high-quality services.
Misconception #7: “Service management is not
the key determinant of success”
As an organization progresses on the service
management journey, its ability to deliver high-
value and high-quality services increases.
Misconception #8: “Resolving Incidents =
Success”
Preventing incidents is the name of the game.
Misconception #9: “Service Management = Good
Firefighter”
Service management is about understanding
what’s going on with user-facing services and
proactively improving service quality.
Misconception #10: “Service management is
about IT and technical services
(e.g. servers, network, database)”
Service management is about business/user-facing
services and the value the services provide to the
business.

Service management projects often don’t succeed because
they are focused on process rather than outcomes
Service management projects tend to focus on implementing process without
ensuring foundational elements of culture and management practices are strong
enough to support the change.
1
2
3
Aligning your service management goals with your organizational objectives leads to better
understanding of the expected outcomes.
Understand your customers and what they value, and design your practices to deliver this value.
IT does not know what order is best when implementing new practices or process
improvements.
Don't run before you can walk. Fundamental practices must reach the maturity threshold before
developing advanced practices. Implement continuous improvement on your existing processes so
they continue to support new practices.
IT does not follow best practices when implementing a practice.
Our best-practice research is based on extensive experience working with clients through
advisory calls and workshops.
Info-Tech can help you create a customized, low-effort, and high-value service management roadmap
that will shore up any gaps, prove IT’s value, and achieve business satisfaction.

Info-Tech’s methodology will help you customize your
roadmap so the journey is right for you
With our methodology, you can expect the following:
• Eliminate or reduce rework due to poor
execution.
• Identify dependencies/prerequisites and ensure
practices are deployed in the correct order, at
the correct time, and by the right people.
• Engage all necessary resources to design and
implement required processes.
• Assess current maturity and capabilities and
design the roadmap with these factors in mind.
You will see these benefits at the end
 Increase the quality of services IT
provides to the business.
 Increase business satisfaction through
higher alignment of IT services.
 Lower cost to design, implement, and
manage services.
 Better resource utilization, including
staff, tools, and budget.
With Info-Tech, you will find out where you are, where you want to go, and how you
will get there.
Doing it right the first time around

Focus on a strong foundation to build higher value service
management practices
Continued leadership support of the
foundational elements will allow delivery
teams to provide value to the business.
Set the expectation of the desired maturity
level and allow teams to innovate.
Proactive
Stabilize
Service Provider
Strategic Partner
• Avoid/prevent service
disruptions
• Improve quality of service
(performance, availability,
reliability)
• Deliver stable, reliable IT services to the
business
• Respond to user requests quickly and
efficiently
• Resolve user issues in a timely manner
• Deploy changes smoothly and
successfully
• Understand business needs
• Ensure services are
available
• Measure service
performance, based on
business-oriented metrics
Foundational elements
• Operating model facilitates service management goals
• Culture of service delivery
• Governance discipline to evaluate, direct, and monitor
• Management discipline to deliver
• Fully aligned with business
• Drive innovation
• Drive measurable value
Focus on behaviors and
expected outcomes before
processes.

STRATEGIC
PARTNER
SERVICE
PROVIDER
PROACTIVE
STABILIZE
Service Desk
Intake
Understand
Workload
Operational
Metrics
Basic Catalog
Understand
Value
Aligned
Goals
Operating
Model
Governance
Management
Practices
Culture
OCM
Capabilities
Service
Portfolio
Management
Service Design
Service
Continuity
Management
Business
Relationship
Management
Service
Metrics
Service-Level
Management
Asset
Management
Availability
Management
Configuration
Management
Release
Deployment
Management
Monitoring & Event
Management
Request
Management
Capacity &
Performance
Management
Service
Catalog
Management
Change
Control
Continual
Service
Improvement
Incident
Management
Problem
Management
FOUNDATIONAL
CORE
Leadership
Before moving to
advanced service
management practices,
you must ensure that the
foundational and core
elements are robust
enough to support them.
Leadership must nurture
these practices to ensure
they are sustainable and
can support higher value,
more mature practices.
Follow our model and get to your target state

Each step along the way, Info-Tech has the tools to help you
Assemble a team with the right talent and vision to
increase the chances of project success.
Phase 1
Launch the Project
Understand where you are currently on the service
management journey using the maturity
assessment tool.
Phase 2
Assess Current State
Project
Charter
Roadmap
Template
Communication
Template
Info-Tech
Deliverables
Phase 4
Build Communication slide
Based on the roadmap, define the current state,
short- and long-term visions for each major
improvement area.
Based on the assessments, build a roadmap to
address areas for improvement.
Phase 3
Build Roadmap
Assessment
Tools

CIO call to action
Improving the maturity of the organization’s service management practice is a big
commitment, and the project can only succeed with active support from senior
leadership.
Ideally, the CIO should be the project sponsor, even the project leader. At a minimum, the CIO needs to perform
the following activities:
Walk the talk –
demonstrate personal
commitment to the project
and communicate the
benefits of the service
management journey to IT
and the steering
committee.
Improving or adopting any new
practice is difficult, especially
for a project of this size. Thus,
the CIO needs to show visible
support for this project through
internal communication and
dedicated resources to help
complete this project.
Conduct periodic follow-
up meetings to keep track
of progress.
Reinforce or re-emphasize the
importance of this project to the
organization through various
communication channels if
needed.
Help to define the target
future state of IT’s service
management.
Determine a realistic target
state for the organization based
on current capability and
resource/budget restraints.
Select a senior, capable,
and results-driven project
leader.
Most likely, the implementation
of this project will be lengthy
and technical in some nature.
Therefore, the project leader
must have a good
understanding of the current IT
structure, senior standing within
the organization, and the
relationship and power in place
to propel people into action.
1 2 3 4

Stabilizing your environment is a must before establishing any
more-mature processes
CASE STUDY
Industry
Source
Manufacturing
Engagement
Challenge Solution Results
• The business landscape was
rapidly changing for this
manufacturer and they wanted to
leverage potential cost savings
from cloud-first initiatives and
consolidate multiple, self-run
service delivery teams that were
geographically dispersed.
Original Plan
• Consolidate multiple service
delivery teams worldwide and
implement service portfolio
management.
Revised Plan
with Service Management Roadmap:
• Markets around the world had
very different needs and there
was little understanding of what
customers value.
• There was also no understanding
of what services were currently
being offered within each
geography.
• Plan was adjusted to understand
customer value and services
offered.
• Services were then stabilized and
standardized before consolidation.
• Team also focused on problem
maturity and drove a continuous
improvement culture and
increasing transparency.
MORAL OF THE STORY:
Understanding the value of each
service allowed the organization to
focus effort on high-return activities
rather than continuous fire fighting.

Understand the processes involved in the proactive phase
CASE STUDY
Industry
Source
Manufacturing
Engagement
• Services were fairly stable, but
there were significant recurring
issues for certain services.
• The business was not satisfied
with the service quality for certain
services, due to periodic
availability and reliability issues.
• Customer feedback for the service
desk was generally good.
Original Plan
• Review all service desk and
incident management processes
to ensure that service issues
were handled in an effective
manner.
Revised Plan
• Design and deploy a rigorous
problem management process to
determine the root cause of
recurring issues.
• Monitor key services for events
that may lead to a service outage.
• Root cause of recurring issues
was determined and fixes were
deployed to resolve the underlying
cause of the issues.
• Service quality improved
dramatically, resulting in high
customer satisfaction.
MORAL OF THE STORY:
Make sure that you understand
which processes need to be
reviewed in order to determine the
cause for service instability.
Focusing on the proactive processes
was the right answer for this
company.

Have the right culture and structure in place before you become
a service provider
CASE STUDY
Industry
Source
Healthcare
Journal of American Medical Informatics Association
• The IT organization wanted to
build a service catalog to
demonstrate the value of IT to the
business.
• IT was organized in technology
silos and focused on applications,
not business services.
• IT services were not aligned with
business activities.
• Relationships with the business
were not well established.
Original Plan
• Create and publish a service
catalog.
Revised Plan
• Establish relationships with key
stakeholders in the business
units.
• Understand how business
activities interface with IT
services.
• Lay the groundwork for the
service catalog by defining
services from the business
perspective.
• Strong relationships with the
business units.
• Deep understanding of how
business activities map to IT
services.
• Service definitions that reflect how
the business uses IT services.
MORAL OF THE STORY:
Before you build and publish a
service catalog, make sure that you
understand how the business is
using the IT services that you
provide.

Calculate the benefits of using Info-Tech’s methodology
B
What would be the effort to develop the
insight, assess your team, and develop
the roadmap?
This metric represents the time your team would take
to be able to effectively assess themselves and
develop a roadmap that will lead to service
management excellence.
C Cost & time saving through Info-Tech’s methodology
A
How much time will it take to develop
an industry-best roadmap using Info-
Tech methodology and tools?
Using Info-Tech’s tools and methodology you can
accurately estimate the effort to develop a roadmap
using industry-leading research into best practice.
To measure the value of developing your roadmap using the Info-Tech tools and methodology, you must
calculate the effort saved by not having to develop the methods.
Measured Value
Step 1: Assess current state
Cost to assess current state:
• 5 Directors + 10 Managers x 10 hours at $X an hour = $A
Step 2: Build the roadmap
Cost to create service management roadmap:
• 5 Directors + 10 Managers x 8 hours at $X an hour = $B
Step 3: Develop the communication
slide
Cost to create roadmaps for phases:
• 5 Directors + 10 Managers x 6 hours at $X an hour = $C
Potential financial savings from
using Info-Tech resources:
Estimated cost to do “B” – (Step 1 ($A) + Step 2 ($B) + Step 3 ($C)) =
$Total Saving

Use these icons to help direct you as you navigate this
research
This icon denotes a slide where a supporting Info-Tech tool or template will help you perform
the activity or step associated with the slide. Refer to the supporting tool or template to get
the best results and proceed to the next step of the project.
This icon denotes a slide with an associated activity. The activity can be performed either as
part of your project or with the support of Info-Tech team members, who will come onsite to
facilitate a workshop for your organization.
Use these icons to help guide you through each step of the blueprint and direct you to content related to
the recommended activities.

Consulting
“Our team does not
have the time or the
knowledge to take this
project on. We need
assistance through the
entirety of this project.”
Guided
Implementation
“Our team knows that
we need to fix a
process, but we need
assistance to
determine where to
focus. Some check-ins
along the way would
help keep us on track.”
DIY Toolkit
“Our team has already
made this critical
project a priority, and
we have the time and
capability, but some
guidance along the
way would be helpful.”
Workshop
“We need to hit the
ground running and
get this project kicked
off immediately. Our
team has the ability to
take this over once we
get a framework and
strategy in place.”
Diagnostics and consistent frameworks used throughout all four options
Info-Tech offers various levels of support to best suit your
needs

Best-Practice
Toolkit
1.1 Create a powerful, succinct
mission statement
1.2 Assemble a project team
with representatives from all
major IT teams
1.3 Determine project
stakeholders and create a
communication plan
1.4 Establish metrics to track
the success of the project
2.1 Assess impacting forces
2.2 Build service management
vision, mission, and values
2.3 Assess attitudes,
behaviors, and culture
2.4 Assess governance
2.5 Perform SWOT analysis
2.6 Identify desired state
2.7 Assess SM maturity
2.8 Assess OCM capabilities
3.1 Document overall themes
3.2 List individual initiatives
4.1 Document current state
4.2 List future vision
Guided
Implementations
Kick-off the project
Build the project team
Complete the charter
Understand current state
Determine target state
Build the roadmap based
on current and target state
Build short- and long-term
visions and initiative list
Onsite
Workshop
Module 1:
Launch the project
Module 2:
Assess current service
management maturity
Module 3:
Complete the roadmap
Module 4:
Complete the communication
slide
Launch the project
Assess the current
state
Build the roadmap
Build communication
slide
Create a Service Management Roadmap – project overview

Workshop overview
Contact your account representative or email Workshops@InfoTech.com for more information
Workshop Day 1 Workshop Day 2 Workshop Day 3 Workshop Day 4
Activities
Understand Service
Management
1.1 Understand the concepts and
benefits of service management.
1.2 Understand the changing
impacting forces that affect your
ability to deliver services.
1.3 Build a compelling vision and
mission for your service
management program.
Assess the Current State of
Your Service Management
Practice
2.1 Understand attitudes,
behaviors, and culture.
2.2 Assess governance and
process ownership needs.
2.3 Perform SWOT analysis.
2.4 Define the desired state.
Complete Current-State
Assessment
3.1 Conduct service
management process maturity
assessment.
3.2 Identify organizational
change management
capabilities.
3.3 Identify themes for roadmap.
Build Roadmap and
Communication Tool
4.1 Build roadmap one-pager.
4.2 Build roadmap
communication one-pager.
Deliverables
1. Constraints and enablers
chart
2. Service management vision,
mission, and values
1. Action items for cultural
improvements
2. Action items for governance
3. Identified improvements from
SWOT
4. Defined desired state
1. Service Management
Process Maturity
Assessment
2. Organizational Change
Management Assessment
1. Service management
roadmap
2. Roadmap Communication
Tool in the Service
Management Roadmap
Presentation Template

PHASE
Launch the Project
1

Launch the project
This step will walk you through the following activities:
• Create a powerful, succinct mission statement based on your organization’s goals and objectives.
• Assemble a project team with representatives from all major IT teams.
• Determine project stakeholders and create a plan to convey the benefits of this project.
• Establish metrics to track the success of the project.
Step Insights
• The project leader should have a strong relationship with IT and business leaders to maximize the benefit of each initiative
in the service management journey.
• The service management roadmap initiative will touch almost every part of the organization; therefore, it is important to
have representation from all impacted stakeholders.
• The communication slide needs to include the organizational change impact of the roadmap initiatives.
1 2 3 4
Build the
roadmap
Launch the
project
Build the
communication
slide
Assess the
current state

Phase 1 outline
Complete these steps on your own, or call us to complete a guided implementation. A guided implementation is a series of
2-3 advisory calls that help you execute each phase of a project. They are included in most advisory memberships.
Guided Implementation 1: Launch the Project
Step 1.1 – Kick-off the Project Step 1.2 – Complete the Charter
Start with an analyst kick-off call:
• Identify current organization pain points relating to poor
service management practices
• Determine high-level objectives
• Create a mission statement
Review findings with analyst:
• Create the project team; ensure all major IT teams are
represented
• Review stakeholder list and identify communication
messages
Then complete these activities…
• Identify potential team members who could actively
contribute to the project
• Identify stakeholders who have a vested interest in the
completion of this project
• Establish metrics to complete project planning
• Complete the project charter
With these tools & templates:
Service Management Roadmap Project Charter
Call 1-888-670-8889 or email GuidedImplementations@InfoTech.com for more information.

Use Info-Tech’s project charter to begin your initiative
1.1
The template has been pre-populated with sample information appropriate for this project. Please
review this sample text and change, add, or delete information as required.
The Service Management Roadmap Project Charter is used to govern the initiative
throughout the project. It provides the foundation for project communication and
monitoring.
The charter includes the following sections:
• Mission Statement
• Goals & Objectives
• Project Team
• Project Stakeholders
• Current State
• Target State
• Project Timeline
• Metrics
• Sponsorship Signatures
From phases 2 & 3

Use Info-Tech’s ready-to-use deliverable to customize your
mission statement
Adapt and personalize Info-Tech’s Service Management Roadmap Mission Statement and Goals & Objectives below to suit
your organization’s needs.
Example Mission Statement
To help [Organization Name] develop a set of
service management practices that will better
address the overarching goals of the IT
department.
To create a roadmap that sequences initiatives in
a way that incorporates best practices and takes
into consideration dependencies and
prerequisites between service management
practices.
To garner support from the right people and
obtain executive buy-in for the roadmap.
Goals & Objectives
• Create a plan for implementing service management initiatives
that align with the overall goals/objectives for service
management.
• Identify service management initiatives that must be
implemented/improved in the short term before deploying more
advanced initiatives.
• Determine the target state for each initiative based on current
maturity and level of investment available.
• Identify service management initiatives and understand
dependencies, prerequisites, and level of effort required to
implement.
• Determine the sequence in which initiatives should be
deployed.
• Create a detailed rollout plan that specifies initiatives, time
frames, and owners.
• Engage the right teams and obtain their commitment throughout
both the planning and assessment of roadmap initiatives.
• Obtain support for the completed roadmap from executive
stakeholders.

Create a well-balanced project team
The project team members are the IT managers and
directors whose day-to-day lives will be impacted by the
service management roadmap and its implementation.
The service management initiative will touch almost every
IT staff member in the organization; therefore, it is
important to have representatives from every single
group, including those that are not mentioned. Some
examples of individuals you should consider for your
team:
• Service Delivery Managers
• Director/Manager of Applications
• Director/Manager of Infrastructure
• Director/Manager of Service Desk
• Business Relationship Managers
• Project Management Office
You want to engage your project participants in the
planning process as much as possible. They should be
involved in the current-state assessment, the
establishment of goals and objectives, and the
development of your target state.
To sell this project, identify and articulate how this
project and/or process will improve the quality of their
job. For example, a formal incident management
process will benefit people working at the service desk
or on the applications or infrastructure teams. Helping
them understand the gains will help to secure their
support throughout the long implementation process by
giving them a sense of ownership.
The project leader should be a member of your IT department’s senior executive team with goals and objectives that will be
impacted by service management implementation. The project leader should possess the following characteristics:
Identify Engage & Communicate
Team
Members
Leader
Influence and impact
Comprehensive
knowledge of IT and the
organization
Relationship with senior
IT management
Ability to get things
done

The project stakeholders should also be project team members
When managing stakeholders, it is important to help them understand their stake in the project as
well as their own personal gain that will come out of this project.
For many of the stakeholders, they also play a critical role in the development of this project.
CIO The CIO should be actively involved in the planning stage to help determine current
and target stage.
The CIO also needs to promote and sell the project to the IT team so they can
understand that higher maturity of service management practices will allow IT to be
seen as a partner to the business, giving IT a seat at the table during decision making.
Role & Benefits
Service Delivery
Managers/
Process Owners
Service Delivery Managers are directly responsible for the quality and value of
services provided to the business owners. Thus, the Service Delivery Managers
have a very high stake in the project and should be considered for the role of
project leader.
Service Delivery Managers need to work closely with the process owners of
each service management process to ensure clear objectives are established
and there is a common understanding of what needs to be achieved.
IT Steering Committee The Committee should be informed and periodically updated about the progress of
the project.

Project stakeholders (continued)
Business Relationship
Manager
Role & Benefits
As the IT organization moves up the maturity ladder, the Business Relationship
Manager will play a fundamental role in the more advanced processes, such as
business relationship management, demand management, and portfolio
management.
This project will be an great opportunity for the Business Relationship Manager to
demonstrate their value and their knowledge of how to align IT objectives with
business vision.
Manager/Director –
Service Desk
Manager/Director –
Applications &
Infrastructure
The Manager of the Service Desk should participate closely in the development of
fundamental service management processes, such as service desk, incident
management, and problem management.
Having a more established process in place will create structure, governance, and
reduce service desk staff headaches so they can handle requests or incidents more
efficiently.
The Manager of Applications and Infrastructure should be heavily relied on for their
knowledge of how technology ties into the organization. They should be consulted
regularly for each of the processes.
This project will also benefit them directly, such as improving the process to deploy a
fix into the environment or manage the capacity of the infrastructure.

Ensure you get the entire IT organization on board for the
project with a well-practiced change message
One of the top challenges for organizations embarking on a service management journey is to manage the magnitude
of the project. To ensure the message is not lost, communicate this roadmap in two steps.
Getting the IT team on board will greatly maximize the project’s chance of success.
1 Communicate the roadmap initiative
The most important message to send to the IT
organization is that this project will benefit them
directly.
Articulate the pains that IT is currently experiencing
and explain that through more mature service
management, these pains can be greatly reduced and
IT can start to earn a place at the table with the
business.
2 Communicate the implementation
of each process separately
The communication of process implementation
should be done separately and at the beginning of
each implementation. This is to ensure that IT staff
do not feel overwhelmed or overloaded. It also
helps to keep the project more manageable for the
project team.
Continuously monitor feedback and
address concerns throughout the
entire process
• Host lunch and learns to provide updates on the service management
initiative to the entire IT team.
• Understand if there are any major roadblocks and facilitate discussions on
how to overcome them.

Articulate the service management initiative to the IT
organization
Spread the word and bring attention to your change message through effective
mediums and organizational changes.
Communicating
change
What is the
change?
Why are
we doing
it?
How are
we going
to go
about it?
What are
we trying
to
achieve?
How often
will we be
updated?
The Qualities of Leadership: Leading Change
Key aspects of a communication plan
The methods of communication (e.g. newsletters, email
broadcast, news of the day, automated messages) notify users of
implementation.
In addition, it is important to know who will deliver the message
(delivery strategy). You need IT executives to deliver the message –
work hard on obtaining their support as they are the ones
communicating to their staff and should be your project champions.
Anticipate organizational changes
The implementation of the service management roadmap
will most likely lead to organizational changes in terms of
structure, roles, and responsibilities. Therefore, the team
should be prepared to communicate the value that these
changes will bring.

Create a project communication plan for your stakeholders
• A collaborative
discussion between
team members
INPUT
OUTPUT
• Thorough briefing for
project launch
• A committed team
• Communication
message and plan
• Metric tracking
Materials
• Project leader
• Core project team
Participants
1 After the CIO has introduced this project through management meetings or
informal conversation, find out how each IT leader feels about this project. You
need to make sure the directors and managers of each IT team, especially the
directors of application and infrastructure, are on board.
This project cannot be successfully completed without the support of senior IT
management.
2 After the meeting, the project leader should seek out the major stakeholders
(particularly the heads of applications and infrastructure) and validate their level
of support through formal or informal meetings. Create a list documenting the
major stakeholders, their level of support, and how the project team will work to
gain their approval.
3
For each identified stakeholder, create a custom communication plan based on
their role. For example, if the director of infrastructure is not a supporter,
demonstrate how this project will enable them to better understand how to
improve service quality. Provide periodic reporting or meetings to update the
director on project progress.

The following are sample activities that will be conducted by Info-Tech analysts with your team:
Book a workshop with our Info-Tech analysts:
If you want additional support, have our analysts guide
you through this phase as part of an Info-Tech workshop
1.1
1.2
• To accelerate this project, engage your IT team in an Info-Tech workshop with an Info-
Tech analyst team.
• Info-Tech analysts will join you and your team onsite at your location or welcome you to
Info-Tech’s historic Toronto office to participate in an innovative onsite workshop.
• Contact your account manager (www.infotech.com/account), or email
Workshops@InfoTech.com for more information.
Using Info-Tech’s sample mission statement as a guide, build your mission statement
based on the objectives of this project and the benefits that this project will achieve.
Keep the mission statement short and clear.
Create a powerful, succinct mission statement
Create a project team with representatives from all major IT teams. Engage and
communicate to the project team early and proactively.
Assemble the project team

1.3
1.4 The onsite analyst will help the project team determine the appropriate metrics to
measure the success of this project.
Use metrics to track the success of the project
Info-Tech will help you identify key stakeholders who have a vested interest in the
success of the project. Determine the communication message that will best gain
their support.
Identify project stakeholders and create a communication plan

PHASE
Assess Your Current Service Management
State
2

Assess your current state
• Use Info-Tech’s Service Management Maturity Assessment Tool to determine your overall practice maturity level.
• Understand your level of completeness for each individual practice.
• Understand the three major phases involved in the service management journey; know the symptoms of each phase and
how they affect your target state selection.
Step Insights
• To determine the real maturity of your service management practices, you should focus on the results and output of the
practice, rather than the activities performed for each process.
• Focus on phase-level maturity as opposed to the level of completeness for each individual process.
1 2 3 4
Build roadmap
Launch the
project
Build
communication
slide
Assess the
current state

Phase 2 outline
Guided Implementation 2: Determine Your Service Management Current State
Step 2.1 – Assess Impacting Forces Step 2.2 – Build Vision, Mission, and Values
• Discuss the impacting forces that can affect the success of
your service management program
• Identify internal and external constraints and enablers
• Review and interpret how to leverage or mitigate these
elements
• Review your service management vision and mission
statement and discuss the values
• Present the findings of the organizational context
• Facilitate a discussion and create consensus amongst the
project team members on where the organization should
start
• Socialize the vision, mission, and values to ensure they are
aligned with overall organizational vision. Then, set the
expectations for behavior aligned with the vision, mission,
and values
Service Management Roadmap Presentation Template

Phase 2 outline
Step 2.3 – Assess Attitudes, Behaviors, and Culture Step 2.4 – Assess Governance Needs
• Discuss tactics for addressing negative attitudes,
behaviors, or culture identified
• Understand the typical types of governance structure and
the differences between management and governance
• Choose the management structure required for your
organization
• Add items to be addressed to roadmap
• Determine actions required to establish an effective
governance structure and add items to be addressed to
roadmap

Phase 2 outline
Step 2.5 – Perform SWOT Analysis Step 2.6 – Identify Desired State
• Discuss SWOT analysis results and tactics for addressing
within the roadmap
• Discuss desired state and commitment needed to achieve
aspects of the desired state
• Use the desired state to critically assess the current state of
your service management practices and whether they are
achieving the desired outcomes
• Prep for the SM maturity assessment

Phase 2 outline
Step 2.7 – Perform SM Maturity Assessment Step 2.8 – Review OCM Capabilities
• Review and interpret the output from your service
management maturity assessment
• Review and interpret the output from your organizational
change management maturity assessment
Service Management Maturity Assessment
Organizational Change Management Assessment

Understand and assess impacting forces – constraints and
enablers
Constraints and enablers are organizational and behavioral triggers that
directly impact your ability and approach to establishing Service Management
practices.
Effective service management
requires a mix of different
approaches and practices that
best fit your organization. There’s
not a one-size-fits-all solution.
Consider the resources,
environment, emerging
technologies, and management
practices facing your organization.
What items can you leverage or
use to mitigate to move your
service management program
forward?

Use Info-Tech’s “Organizational Context” template to list the
constraints and enablers affecting your service management
Discuss and document constraints and enablers
related to the business environment, available
resources, management practices, and
emerging technologies.
Any constraints will need to be addressed within
your roadmap and enablers should be
leveraged to maximize your results.
The Service Management Roadmap Presentation Template will help you understand the business
environment you need to consider as you build out your roadmap.

Document constraints and enablers
• A collaborative
discussion
INPUT
OUTPUT
• Organizational
context constraints
and enablers
• Whiteboards or flip
charts
Materials
• All stakeholders
Participants
1. Discuss and document the constrains and enablers for
each aspect of the management mesh: environment,
resources, management practices, or technology.
2. Use this as a thought provoker in later exercises.

Build compelling vision and mission statements to set the
direction of your service management program
While you are articulating the vision and mission, think about the values you
want the team to display. Being explicit can be a powerful tool to create
alignment.
A vision statement describes the intended
state of your service management
organization, expressed in the present tense.
A mission statement describes why your
service management organization exists.
Your organizational values state how you will
deliver services.

Use Info-Tech’s “Vision, Mission, and Values” template to set
the aspiration & purpose of your service management practice
If the team cannot gain agreement on their
reason for being, it will be difficult to make
traction on the roadmap items.
A concise and compelling statement can set the
direction for desired behavior and help team
members align with the vision when trying to
make ground-level decisions.
It can also be used to hold each other
accountable when undesirable behavior
emerges.
It should be revised from time to time, when the
environment changes, but a well-written
statement should stand the test of time.
The Service Management Roadmap Presentation Template will help you document your vision for service
management, the purpose of the program, and the values you want to see demonstrated.

Document your organization’s vision, mission , and values
• Senior leadership
Participants
• A collaborative
discussion
INPUT
OUTPUT
• Vision statement
• Mission statement
• Organizational values
charts
• Sample vision and
mission statements
Materials
1. Vision: Identify your desired target state, consider the details of that target
state, and create a vision statement.
2. Mission: Consider the fundamental purpose of your SM program and craft a
statement of purpose.
3. Values: As you work through the vision and mission, identify values that
your organization prides itself in or has the aspiration for.
4. Discuss common themes and then develop a concise vision statement and
mission statement that incorporates the group’s ideas.

Understanding attitude, behavior, and culture
What people think and feel. It can be seen in their demeanor and how they
react to change initiatives, colleagues, and users.
ttitude
A
Any form of organizational change
involves adjusting people’s
attitudes, creating buy-in and
commitment.
You need to identify and address
attitudes that can lead to negative
behaviors and actions or that are
counter-productive.
It must be made visible and related
to your desired behavior.

What people do. This is influenced by attitude and the culture of the organization.
ehavior
B
To implement change within IT,
especially at a tactical level,
both IT and organizational
behavior needs to change.
This is relevant because people
don’t like to change and will
resist in an active or passive
way unless you can sell the
need, value, and benefit of
changing their behavior.

The accepted and understood ways of working in an organization. The values
and standards that people find normal and what would be tacitly identified to new
resources.
ulture
C
The organizational or corporate
“attitude,” the impact on employee
behavior and attitude is often not
fully understood.
Culture is an invisible element,
which makes it difficult to identify,
but it has a strong impact and must
be addressed to successfully
embed any organizational change
or strategy.

Culture is a critical and under-addressed success factor
McKinsey – “Culture for a digital age”
“Shortcomings in organizational culture are one of the main
barriers to company success in the digital age.”
75% of organizations cannot identify
or articulate their culture or its impact.
Info-Tech
43% of CIOs cited resistance to
change as the top impediment to a
successful digital strategy.
CIO.com

Examples of how they apply
• “I’ll believe that when I see it”
• Positive outlook on new ideas and changes
ttitude
A
• Saying you’ll follow a new process but not doing so
• Choosing not to document a resolution approach or updating a
knowledge article, despite being asked
ehavior
B
• Hero culture (knowledge is power)
• Blame culture (finger pointing)
• Collaborative culture (people rally and work together)
ulture
C

Why have we failed to address attitude, behavior, and culture?
 While there is attention and better understanding of these areas,
very little effort is made to actually solve these challenges.
 The impact is not well understood.
 The lack of tangible and visible factors makes it difficult to identify.
 There is a lack of proper guidance, leadership skills, and
governance to address these in the right places.
 Addressing these issues has to be done proactively, with intent,
rigor, and discipline, in order to be successful.
 We ignore it (head in the sand and hoping it will fix itself).
Avoidance has been a common strategy for addressing behavior and culture in organizations.

Use Info-Tech’s “Culture and Environment” template to identify
cultural constraints that should be addressed in roadmap
Discuss as a team attitudes, behaviors, and
cultural aspects that can either hinder or be
leveraged to support your vision for the service
management program.
Capture all items that need to be addressed in
the roadmap.
The Service Management Roadmap Presentation Template will help you document attitude, behavior, and
culture constraints.

Document your organization’s attitudes, behaviors, and
culture
1. Discuss and document positive and negative aspects of
attitude, behavior, or culture within your organization.
2. Identify the items that need to be addressed as part of
your roadmap.
• A collaborative
discussion
INPUT
OUTPUT
• Culture and
environment
worksheet
charts
Materials
Participants

The relationship to governance
Attitude, behavior, and culture are still underestimated as core success factors in governance and
management.
Behavior is a key enabler of good governance. Leading by example and modeling behavior has a
cascading impact on shifting culture, reinforcing the importance of change through adherence.
Executive leadership and governing bodies must lead and support cultural change
• Less than 25% of organizations have formal IT governance in place
(ITSM Tools).
• Governance tends to focus on risk and compliance (controls), but
forgets the impact of value and performance.
Key Points

Lack of oversight often limits the value of service management
implementations
Value Production
Risk Mitigation Gap
 Stabilize IT
 Service Desk
 Incident Management
 Change Management
 Value that meets
business and
consumer needs
• Organizational
alignment through
governance
• Disciplined focus on
goals of SM
Organizations often fail to move beyond risk mitigation, losing focus of the
goals of their service management practices and the capabilities required to
produce value.
This creates a situation where service management activities and roadmaps focus on
adjusting and tweaking process areas that no longer support how the organization
needs to work.

How does establishing governance for service management
provide value?
Governance of service management is a gap in most organizations, which leads to
much of the failure and lack of value from service management processes and
activities.
Once in place, effective governance enables success for organizations by:
Ensuring service management processes improve business value
1
3
2
4
6
5
Measuring and confirming the value of the service management investment
Driving a focus on outcome and impact instead of simply process adherence
Looking at the integrated impact of service management in order to ensure
focused prioritization of work
Driving customer-experience focus within organizations
Ensuring quality is achieved and addressing quality impacts and dependencies
between processes

Four common service management process ownership models
Your ownership structure largely defines how processes will need to be
implemented, maintained, and improved. It has a strong impact on their ability to
integrate and how other teams perceive their involvement.
Distributed
Process
Ownership
Centralized
Process
Ownership
Federated
Process
Ownership
Service
Management
Office
Traditional Complex
Organizational Structure
The organizational structure that is best for you depends on your needs, and one is
not necessarily better than another. The next four slides describe when each ownership
level is most appropriate.
Most organizations are somewhere within this spectrum of four core ownership models,
usually having some combination of shared traits between the two models that are closest to
them on the scale.

Distributed process ownership
CIO
Service Desk Operations Applications Security
Incident
Mgmt.
Problem
Mgmt.
Change
Mgmt.
IT Asset
Mgmt.
Release
Mgmt.
Event
Information
Security
Distributed process ownership is usually evident when organizations initially
establish their service management practices. The processes are assigned to a
specific group, who assumes some level of ownership over its execution.
This model is often a suitable approach for initial implementations or where it may be
difficult to move out of siloes within the organization’s structure or culture.

Centralized process ownership
CIO
Service
Manager
Support Middleware Development Infrastructure
CSI
Process
Owner
SLM
Change
Service
Desk
Desktop
2nd Level
3rd Level
DBA
Citrix
Applications
SW
Development
Architecture
Service
Networks
Information
Security
Process Management
Functional
Management
Centralized process ownership usually becomes necessary for organizations
as they move into a more functional structure. It starts to drive management of
processes horizontally across the organization while still retaining functional
management control.
This model is often suitable for maturing organizations that are starting to look at process
integration and shared service outcomes and accountability.

Federated process ownership
Sponsor/
CIO
ITSM
Executive
ITSM Governance
Process
Owner
External
(Vendor)
Process
Manager
Internal
Org. 1
Process
Manager
Internal
Org. 2
Process Owner
Federated process ownership allows for global control and regional variation, and it
supports product orientation and Agile/DevOps principles
Governance of SM is established to
prioritize efforts and drive alignment
Federated process ownership is usually evident in organizations that have an international
or multi-regional presence.

Service management office (SMO)
CIO
SMO
End-User
Services
Infra. Apps. Architecture
ITSM Gov.
Process
Owner
SLM
CSI
Service
Desk
Desktop
Server
Networks
Database
Middleware
Development Enterprise
Architecture
Segment
Architects
Process and Service Management
Technological
and
Functional
Management
SMO structures tend to occur in highly mature organizations, where service
management responsibility is seen as an enterprise accountability.
SMOs are suitable for organizations with a defined IT and organizational strategy. A SMO
supports integration with other enterprise practices like enterprise architecture and the
PMO.

Determine which process ownership and governance model
works best for your organization
Discuss as a team which
process ownership model works
for your organization.
Determine who will govern the
service management practice.
Determine items that should be
identified in your roadmap to
address governance and
process ownership gaps.
The Service Management Roadmap Presentation Template will help you document process ownership and
governance model
Key Goals:
 Own accountability for changes to core processes
 Understand systemic nature and dependencies related to processes and services
 Approve and prioritize improvement and CSI initiatives related to processes and services
 Evaluate success of initiative outcomes based on defined benefits and expectations
 Own Service Management and Governance processes and policies
 Report into ITSM executive or equivalent body
Membership:
 Process Owners, SM Owner, Tool Owner/Liaison, Audit

Use Info-Tech’s “SWOT” template to identify strengths,
weaknesses, opportunities & threats that should be addressed
Brainstorm the strengths,
weaknesses, opportunities, and
threats related to resources,
environment, technology, and
management practices.
Add items that need to be
addressed to your roadmap.
The Service Management Roadmap Presentation Template will help you document items from your SWOT
analysis.

Perform a SWOT analysis
• A collaborative
discussion
INPUT
OUTPUT
• SWOT analysis
• Priority items
identified
charts
Materials
Participants
1. Brainstorm each aspect of the SWOT with an emphasis on:
• Resources
• Environment
• Technologies
• Management Practices
2. Record your ideas on a flip chart or whiteboard.
3. Add items to be addressed to the roadmap.

Indicate desired maturity level for your service management
program to be successful
• A collaborative
discussion
INPUT
OUTPUT
• Desired state of
service management
maturity
• None
Materials
Participants
Discuss the various maturity levels and choose a desired level
that would meet business needs.

Use Info-Tech’s Service Management Process Maturity
Assessment Tool to understand your current state
Part 1, Part 2, and Part 3 tabs
These three worksheets contain questions that
will determine the overall maturity of your
service management processes. There are
multiple sections of questions focused on
different processes.
It is very important that you start from Part 1
and continue the questions sequentially.
Results tab
The Results tab will display the current state of
your service management processes as well as
the percentage of completion for each individual
process.
The Service Management Process Maturity Assessment Tool will help you understand the true state of your
service management.

Complete the service management process maturity
assessment
• Service Management
Process Maturity
Assessment Tool
questions
INPUT
OUTPUT
• Determination of
current state
Process Maturity
Assessment Tool
Materials
• Project team
members
Participants
1 Start with tab 1 in the Service Management Process Maturity Assessment Tool.
Remember to read the questions carefully and always use the feedback obtained
through the end-user survey to help you determine the answer.
2 In the “Degree of Process Completeness” column, use the drop-down menu to
input the results solicited from the goals and objectives meeting you held with
your project participants.
3 Host a meeting with all participants following completion of the survey and have
them bring their results. Discuss in a round-table setting, keeping a master sheet
of agreed upon results.
The current-state assessment will be the foundation of building your roadmap, so
pay close attention to the questions and answer them truthfully.

Review the results of your current-state assessment
• Maturity assessment
results
INPUT
OUTPUT
• Determination of
overall and individual
practice maturity
Maturity Assessment
Tool
Materials
• Project team
members
Participants
At the end of the assessment, the Results tab will have action items you could
perform to close the gaps identified by the process assessment tool.

Use Info-Tech’s OCM Capability Assessment tool to
understand your current state
Complete the Capabilities tab to capture the
current state for organizational change
management.
Review the Results tab for interpretation of the
capabilities.
Review the Recommendations tab for actions to
address low areas of maturity.
The Organizational Change Management Capabilities Assessment tool will help you understand the true
state of your organizational change management capabilities.

Complete the OCM capability assessment
• A collaborative
discussion
INPUT
OUTPUT
• OCM Assessment
tool
• OCM assessment
results
• OCM Capabilities
Assessment tool
Materials
Participants
1. Open Organizational Change Management Capabilities
Assessment tool.
2. Come to consensus on the most appropriate answer for
each question. Use the 80/20 rule.
3. Review result charts and discuss findings.
4. Identify roadmap items based on maturity assessment.

2.1
Tech analyst team.
Using Info-Tech’s sample mission statement as a guide, build your mission statement
based on the objectives of this project and the benefits that this project will achieve.
Keep the mission statement short and clear.
Create a powerful, succinct mission statement
2.2 With the project team in the room, go through all three parts of the assessment with
consideration of the feedback received from the business.
Complete the assessment

2.3 The Info-Tech onsite analyst will facilitate a discussion on the overall maturity of your
service management practices and individual process maturity. Are there any
surprises? Are the results reflective of current service delivery maturity?
Interpret the results of the assessment

PHASE
Build Your Service Management Roadmap
3

Build Roadmap
• Document your vision and mission on the roadmap one-pager.
• Using the inputs from the current-state assessments, identify the key themes required by your organization.
• Identify individual initiatives needed to address key themes.
Step Insights
• Using the Info-Tech thought model, address foundational gaps early in your roadmap and establish the management
methods to continuously make them more robust.
• If any of the core practices are not meeting the vision for your service management program, be sure to address these
items before moving on to more advanced service management practices or processes.
• Make sure the story you are telling with your roadmap is aligned to the overall organizational goals.
1 2 3 4
Build the
roadmap
Launch the
project
Build
communication
slide
Assess the
current state

Phase 3 outline
Guided Implementation 3: Determine Your Service Management Target State
Step 3.1 – Document the Overall Themes Step 3.2 – Determine Individual Initiatives
• Review the outputs from your current-state assessments to
identify themes for areas that need to be included in your
roadmap
• Determine the individual initiatives needed to close the
gaps between the current state and the vision
• Ensure foundational elements are solid by adding any gaps
to the roadmap
• Identify any changes needed to management practices to
ensure continuous improvement
• Finalize and document roadmap for executive socialization

Focus on a strong foundation to build higher value service
management practices
Continued leadership support of the
foundational elements will allow delivery
teams to provide value to the business.
Set the expectation of the desired maturity
level and allow teams to innovate.
Proactive
Stabilize
Service Provider
Strategic Partner
• Avoid/prevent service
disruptions
• Improve quality of service
(performance, availability,
reliability)
• Deliver stable, reliable IT services to the
business
• Respond to user requests quickly and
efficiently
• Resolve user issues in a timely manner
• Deploy changes smoothly and
successfully
• Understand business needs
• Ensure services are
available
• Measure service
performance, based on
business-oriented metrics
Foundational elements
• Operating model facilitates service management goals
• Culture of service delivery
• Governance discipline to evaluate, direct, and monitor
• Management discipline to deliver
• Fully aligned with business
• Drive innovation
• Drive measurable value
Focus on behaviors and
expected outcomes before
processes.

Identify themes that can help you build a strong foundation
before moving to higher level practices
STRATEGIC
PARTNER
SERVICE
PROVIDER
PROACTIVE
STABILIZE
Service Desk
Intake
Understand
Workload
Operational
Metrics
Basic Catalog
Understand
Value
Aligned
Goals
Operating
Model
Governance
Management
Practices
Culture
OCM
Capabilities
Service
Portfolio
Management
Service Design
Service
Continuity
Management
Business
Relationship
Management
Service
Metrics
Service-Level
Management
Asset
Management
Availability
Management
Configuration
Management
Release
Deployment
Management
Monitoring & Event
Management
Request
Management
Capacity &
Performance
Management
Service
Catalog
Management
Change
Control
Continual
Service
Improvement
Incident
Management
Problem
Management
FOUNDATIONAL
CORE
Leadership
Before moving to
advanced service
management practices,
you must ensure that the
foundational and core
elements are robust
enough to support them.
Leadership must nurture
these practices to ensure
they are sustainable and
can support higher value,
more mature practices.

Use Info-Tech’s “Service Management Roadmap” template to
document your vision, themes and initiatives
Working from the lower maturity items to the
higher value practices, identify logical groupings
of initiatives into themes. This will aid in
communicating the reasons for the needed
changes.
List the individual initiatives below the themes.
Adding the service management vision and
mission statements can help readers
understand the roadmap.
The Service Management Roadmap Presentation Template contains a roadmap template to help
communicate your vision, themes to be addressed, and initiatives

Document your service management roadmap
• Current-state
assessment outputs
• Maturity model
INPUT
OUTPUT
• Service management
roadmap
• Whiteboard
• Roadmap template
Materials
Participants
1. Document the service management vision and mission
on the roadmap template.
2. Identify, from the assessments, areas that need to be
improved or implemented.
3. Group the individual initiatives into logical themes that
can ease communication of what needs to happen.
4. Document the individual initiatives.
5. Document in terms that business partners and executive
sponsors can understand.

3.1
Tech analyst team.
Identify easily understood themes that will help others understand the expected
outcomes within your organization.
Identify themes to address items from the foundational level up to
higher value service management practices
3.2 Identify specific activities that will close gaps identified in the assessments.
Document individual initiatives that contribute to the themes

PHASE
Build Communication Slide
4

Complete your service management roadmap
• Use the current-state assessment exercises to document the state of your service management practices. Document
examples of the behaviors that are currently seen.
• Document the expected short-term gains. Describe how you want the behaviors to change.
• Document the long-term vision for each item and describe the benefits you expect to see from addressing each theme.
Step Insights
• Use the communication template to acknowledge the areas that need to be improved and paint the short- and long-term
vision for the improvements to be made through executing the roadmap.
• Write it in business terms so that it can be used widely to gain acceptance of the upcoming changes that need to occur.
• Include specific areas that need to be fixed to make it more tangible.
• Adding the values from the vision, mission, and values exercise can also help you set expectations about how the team
will behave as they move towards the longer-term vision.
1 2 3 4
Build the
roadmap
Launch the
project
Build
communication
slide
Assess the
current state

Phase 4 outline
Guided Implementation 4: Build the Service Management Roadmap
Step 4.1: Document the Current State Step 4.2: List the Future Vision
• Review the pain points identified from the current state
analysis
• Discuss tactics to address specific pain points
• Review short- and long-term vision for improvements for
the pain points identified in the current state analysis
• Socialize the pain points within the service delivery teams
to ensure nothing is being misrepresented
• Gather ideas for the future state
• Prepare to socialize the roadmap
• Ensure long-term vision is aligned with organizational
objectives

Use Info-Tech’s “Service Management Roadmap – Brought to
Life” template to paint a picture of the future state
Use this template to demonstrate how existing
pain points to delivering services will improve
over time by painting a near- and long-term
picture of how things will change.
Also list specific initiatives that will be launched
to affect the changes.
Listing the values identified in the vision,
mission, and values exercise will also
demonstrate the team’s commitment to
changing behavior to create better outcomes.
The Service Management Roadmap Presentation Template contains a communication template to help
communicate your vision of the future state

Document your current state and list initiatives to address
them
• Current-state
assessment outputs
• Feedback from
business
INPUT
OUTPUT
Roadmap
Communication Tool,
in the Service
Management
Roadmap
Presentation
Template
• Whiteboard
Materials
Participants
1. Use the previous assessments and
feedback from business or
customers to identify current
behaviors that need addressing.
2. Focus on high-impact items for this
document, not an extensive list.
3. List the initiatives or actions that will
be used to address the specific pain
points.
Clarify roles and
responsibilities
Clear service ownership
Understand the services we
provide
Implement a continuous
improvement culture
Use data-driven decision
making
Drive partnership with the
business

Document your future state
1. For each pain point document the expected behaviors, both short
term and longer term.
2. Write in terms that allow readers to understand what to expect
from your service management practice.
• Current-state
assessment outputs
• Feedback from
business
INPUT
OUTPUT
Roadmap
Communication Tool,
in the Service
Management
Roadmap
Presentation
Template
• Whiteboard
Materials
Participants

4.1
Tech analyst team.
Identify items that the business can relate to and initiatives or actions to address
them.
Identify the pain points and initiatives to address them
4.2 Communicate the benefits of executing the roadmap both short- and long-term gains.
Identify short- and long-term expectations for service management

Research contributors and experts
Valence Howden, Principal Research Director, CIO Practice
Valence helps organizations be successful through optimizing how they
govern, design, and execute strategies, and how they drive service
excellence in all work. With 30 years of IT experience in the public and
private sectors, he has developed experience in many information
management and technology domains, with focus in service management,
enterprise and IT governance, development and execution of strategy, risk
management, metrics design and process design, and implementation
and improvement.
Graham Price, Research Director, CIO Practice
Graham has an extensive background in IT service management across
various industries with over 25 years of experience. He was a principal
consultant for 17 years, partnering with Fortune 500 clients throughout
North America, leveraging and integrating industry best practices in IT
service management, service catalog, business relationship management,
IT strategy, governance, and Lean IT and Agile.

Research contributors and experts
Sharon Foltz, Senior Workshop Director
Sharon is a Senior Workshop Director at Info-Tech Research Group. She
focuses on bringing high value to members via leveraging Info-Tech’s
blueprints and other resources enhanced with her breadth and depth of
skills and expertise.
Sharon has spent over 15 years in various IT roles in leading companies
within the United States. She has strong experience in organizational
change management, program and project management, service
management, product management, team leadership, strategic planning,
and CRM across various global organizations.

Related Info-Tech research
Create a Service
Management Roadmap
Extend the Service Desk to
the Enterprise
Build a Roadmap for Service
Management Agility

Bibliography
• “CIOs Emerge as Disruptive Innovators.” CSC Global CIO Survey: 2014-2015. Web.
• “Digital Transformation: How Is Your Organization Adapting?” CIO.com, 2018. Web.
• Goran, Julie, Laura LaBerge, and Ramesh Srinivasan. “Culture for a digital age.” McKinsey, July 2017. Web.
• The Qualities of Leadership: Leading Change. Cornelius & Associates, 14 April 2012.
• Wilkinson, Paul. “Culture, Ethics, and Behavior – Why Are We Still Struggling?” ITSM Tools, 5 July 2018. Web.

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