The document provides an overview of Service Management Offices (SMOs), outlining their roles, responsibilities, and structure within IT organizations. It discusses considerations for establishing an SMO, emphasizing the need for qualified leadership and adequate resources, particularly for larger organizations. The benefits of implementing an SMO include improved service quality, better communication, and increased customer satisfaction.

1. W l !Welcome!
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2. Your Presenter – Jayne Groll
 President of ITSM Academy President of ITSM Academy
 ITIL® Expert, Certified Scrum Master, ISO/IEC
20000 Consultant Manager, HDI Help Desk
Manager
 20+ years in IT service management
 Industry contributor
Since 2003, ITSM Academy has trained tens of thousands of learners on all
levels of IT Service Management including ITIL, ISO/IEC 20000, Certifiedlevels of IT Service Management including ITIL, ISO/IEC 20000, Certified
Process Design Engineer (CPDE) and non-certification workshops.
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3. Agenda
 The basics: What is a Service Management Office?The basics: What is a Service Management Office?
 Resourcing the SMO
 Considerations for establishing a SMOConsiderations for establishing a SMO
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4. L t’ St t ith th B iLet’s Start with the Basics
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5. Typical IT Org CIO
Development Infrastructure Operations Application
Typical IT Org
Development
Partners
Infrastructure
Servers
Operations
Service Desk
pp
Support
Business AppsPartners
Developers
Servers
Mainframe
Service Desk
IT Operations
Business Apps
IT Apps
Business
Analysts Cloud
Where would you assign these roles:
• Problem Manager
Network
• Service Level Manager
• Change Manager
• Configuration Manager
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6. How About This?
CIO
Application
How About This?
Development
P t
Infrastructure
S
Operations
S i D k
Application
Support
B i A
SMO
Partners
Developers
Servers
Mainframe
Service Desk
IT Operations
Business Apps
IT AppsDevelopers
Business
Analysts
Mainframe
Cloud
IT Operations IT Apps
Now where would you assignAnalysts
Network
those key process roles?
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7. What is a Service Management Office?
The SMO is an internal team that is accountable for
the quality of the service management program.
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8. Modeled after the PMO
 The SMO is modeled after the ProjectThe SMO is modeled after the Project
Management Office (PMO) in that it
Demonstrates IT’s commitment
Legitimizes service management
Provides governance
Improves effectiveness and efficiency
Increases IT service quality
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9. SMO Responsibilities
 Establish and govern policies and plansg p p
 Define, implement and manage processes
that meet business needs
 Ensure process alignment and interfaces
 Manage communications and training
 Coordinate efforts such as the CAB
 Ensure continual improvement
 I t ti f ti Increase customer satisfaction
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10. R i th SMOResourcing the SMO
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11. The SMO and the Org Chart
 The SMO is a strategic team that should
Report to senior management
Be empowered with sufficient authority and resources
Be built from direct and indirect reports
Delegate tasks to local process practitioners
CIOCIO
SMOSMOCan’t change the org chart?
Start the SMO as a committee
DevDev InfraInfra OpsOps
Start the SMO as a committee.
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12. SMO Roles
 Leader
A trained service management professional
 Direct reports
Process management roles that justify a FTE
 Indirect reports
Process management roles that can be incorporated
into other positions
Too many processes?
Consider grouping process roles into “stage managers” .
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13. Should the Service Desk
report to the SMO?report to the SMO?
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14. Considerations forConsiderations for
Establishing a SMO
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15. Should YOU Establish a SMO?(1)
• Yes, if
– You are a large organization, have a wide footprint
and/or high volumes of change
Y id tif d/ t i th i ht l d– You can identify and/or train the right leader
– You are having difficulty assigning ownership
– The owners need an organizational structureThe owners need an organizational structure
– The SMO will have sufficient authority and resources
Thi k t ll f SMO?Think you are too small for a SMO?
Start with one empowered person to orchestrate service management
through indirect relationships
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16. Should YOU Establish a SMO? (2)
 No, if
 You are already succeeding with roles
 You are already struggling with too many
silos
 You cannot identify a qualified leader
 You will not have sufficient support and You will not have sufficient support and
resources
Process maturity is not necessarily a factor in determining
whether or not to start a SMO.
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17. Summary: Benefits of a SMO
Business IT/Service Desk
 Improved alignment
 Controlled costs and better
f
 Clearer policies, plans and
documentation
L k f f h duse of resources
 Consistent service levels
 B tt i ti d
 Less re-work, firefighting and
bureaucracy
 Improved communication Better communication and
support
 Ongoing improvements
Improved communication
 Better process integration
 Realistic OLAsOngoing improvements
 Higher quality services
Realistic OLAs
 Higher customer satisfaction
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