The document discusses delivering and demonstrating value through a service catalogue. It outlines a 7 step route map for doing so, including feasibility analysis, workshops with stakeholders, customer and IT liaison, service design, documentation, and implementation. It emphasizes the importance of having the right people and skills involved, and ongoing governance to ensure services remain relevant. Strong executive sponsorship, requirements, and project planning are seen as critical success factors for service catalog projects. Metrics like customer satisfaction, IT quality of service, and business metrics can demonstrate the value delivered through services and the service catalogue.

1. Service Catalogue + SLM
7 Steps to deliver and demonstrate value
Barclay Rae

2. Consulting, Mentoring + Troubleshooting
Media + Research
400+ consulting projects since 1994
www.itsmtv.co.uk
www.barclayrae.com
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3. Agenda
Background
SLAs
SLM
Service Catalogue concepts
Delivering and Demonstrating Value

4. BACKGROUND

5. The Word on the Street
‘Service Catalogue drives your people. It is a key mechanism in cultural
change, the foundation of customer relationship, and a pivotal tool for
organising effort.’ Rob England
‘Without a service catalog, your public, private, or hybrid cloud is just a fog
bank.’ Frank Bucalo Senior Architect, IT Service
‘Service Catalogs are the cornerstone of service delivery and automation, and
the starting point for any company interested in saving money and improving
relationships with the business.’ Forrester Research
‘The Service Catalog has also proven to be a critical success factor for the
transformation to a Service Management culture. Recognizing that the real
value the IT organization provides to “the business” is not about offering
servers or routers or workstations, it is about offering integrated technology
solutions that optimize critical business processes.’
David M. Colburn, United States Army

6. Facts & Figures
64% of IT Executives felt that they were 'unable to provide the
business with quantifiable metrics demonstrating the value of IT
services and assets.’ Axios Systems Survey 2009
Only 17% of finance executives agreed with the statement "Our
investments in IT are delivering business value."
Gartner & IBM survey of 456 senior business executives
96% of respondents identified solid executive sponsorship as either
“Very Important” or “Somewhat Important” to the success of their
Service Catalog project. EMA Service Catalog Survey 2008
95% of survey respondents ranked detailed requirements as “very
important” or “somewhat important” to the success of their Service
Catalog project and 92% ranked a detailed project plan similarly.
EMA Service Catalog Survey 2008

7. What Do We Mean By Services?
Analogy: The Airline Business
Large amount of technology, resources, skills and knowledge
deployed to get passengers from A to B, safely and on time.
As passengers, our focal point of the service is the flight and
skill of the pilots.
However every component has a part to play in the success of
the service:
The flight may land on time but delays with baggage result in
passengers being late.

8. ‘SERVICE’
‘A bundle of activities (IT, people and process) combined to
provide a business outcome

9. What Metrics do we produce?
First Time fix
First Contact Resolution
Response time
Turnaround Time
Abandon Rate
Average Time to Answer
Average Call duration

10. What Metrics do we produce?
First Time fix System Availability
First Contact Resolution Server Availability
Response time Application Availability
Turnaround Time System response time
Abandon Rate No. of incidents
Average Time to Answer No. of requests
Average Call duration No. of changes
SLA performance

11. What Metrics do we produce?
o All the 9s…
o Volumes
o IT Processes
o ‘SLA’ performance
o IT Systems performance

12. Service Expectations

13. Too much information

14. IT Services – VFM?

15. System, not service, reporting

16. SLAs

17. SLAs are a waste of time?

18. Service Level Agreements
What do you mean?
 Patronising
 Irrelevant
 Inappropriate
 IT and system-focussed
 Over-engineered
 Under-estimated
 Un-measureable
 Un-actionable
 Not measured or acted upon
 Generally untroubled by use
Generally just about what IT thinks it does
Usually annoying to non-IT people…

19. The SLA small print…
– ICT accepts no responsibility whatsoever at any time for anything it might or might not do..
– The person of the first party shall be ICT, pending approval from the ICT Steering committee. In respect of the
second party this should be the user community as appropriate. 3 rd parties are not allowed, unless these include free
alcohol.
– SLA performance is not guaranteed, but is expected to reach 60% of 90% of the agreed target, except when the DBAs
and Network team are on a bender.
– The Service Desk will accept calls from users if they really feel like it They also reserve the right to ask unreasonable
questions about serial numbers, otherwise all contact is invalid.
– IT reserve the right to send meaningless automated emails to users at any time.
– Query response times are expected to be sub-second, unless there is excessive run-time load from QRG tables on the
JTAG server in X/DOPP. XSPART nodes are enabled for elves, except under BS/0906688, including abusive calls to
the monkfish database.
– IT will respond in a timely manner to high-priority business incidents, if they are asked very nicely indeed and also
made to feel very special and important.
– System availability will be 100% when not required, patchy at key business times, which are not agreed or
understood.
– All requests will be ignored until they are chased up by users or their angry PAs.
– Requests for PCs will be delivered within 6 months or at least before the requester leaves the organisation – or
whichever is most convenient for the IT department.
– Users are responsible for care and maintenance of their own PCs – if not they will be subject to abuse and
humiliation from young geeky guys with no socials skills and who don’t have any other sort of life and couldn’t get a
girlfriend.
– This SLA document is binding and any breach of the aforementioned conditions will result in immediate dismissal
and summary execution.
– This SLA will be filed for reference and stored in the private folder D://unused/garbage, marked ‘Do not read’. In the
event of it being read it will become invalid.
– Issues or complaints should be escalated to the least responsible person available, and will be ignored.

20. Why are SLAs like this?

21. SLAs are often started without services being defined or understood.
There is often little understanding of how to build and negotiate
services and SLAs.
In effect the services are also being defined as well as the SLAs –
perhaps unwittingly.

22. 7 Simple Tips for Successful SLAs

23. How do you make your SLAs successful…?
1. Start with Services – understand what current
services are provided and what needs to be designed
for improvement.

24. 2. Ask the business what they want…
…or what they think their services are

25. 3. Use simple and appropriate language

26. 4. Keep the SLA realistic and achievable

27. 5. Only set up an SLA that can be measured

28. 6. Keep them short and concise…
…otherwise no one will read them.

29. 7. Keep smiling…!

30. SLM

31. CUSTOMERS SLM PROJECT IT SERVICE PROVIDER
What IT services Planning What IT services
are key to you? do you provide?
Workshops
Key people Infrastructure
Negotiation
Key systems Networks
Facilitation
Key departments
Documentation Applications
Key times/targets
Build Service Service/Help Desk
When do you need them? Catalog
Set up reporting Procurement
How quickly do you need them
restored? Projects
Set up review
mechanisms
What support information do you
What are your resource levels?
need? Plan full
implementation 3rd party contracts?
What reviews do you need?
Ongoing support What levels of service can you
as needed
provide?

34. Service Catalogue Elements
Elements:
User Request Catalogue
For the IT end-user
Self-service request fulfillment
Similar to online shopping experience
Business Service Catalogue View
For the business customer
In business terms
Specific non-IT information
Business SLAs
Technical Service Catalogue View
For the IT provider
Technical and supply-chain details
Component level service data
OLA and Underpinning Contracts

35. Service Catalogue Elements

36. Delivering and
Demonstrating Value

37. Key Questions
• Do we deliver what our customers need via our
services?
• Can we demonstrate this?
• Would our customers agree?

38. Moments of truth
• A customer can log on to the website and buy CDs and DVDs
• Doctors and medical staff access records when needed
• Sales staff get information when they need it to help sell products to customers
• Till and EPOS systems area available to checkout staff.
• Logistics teams get the information they need to distribute goods to stores
• Online and communications systems are available to process financial
transactions between organisations
• Call centre systems are available and responsive to staff when customers call in
• Systems are available for access to mobile and broadcast communications
networks
• A system user can access their applications when they need to work
• Support is available, helpful and effective when needed

39. Overall metrics
Customer
Satisfaction
Net Promoter
Score Overall
IT QOS
Sales HR Service Logistics
Service
Treasury Service Budget
Service Desk

40. SERVICE CATALOG 7-Step ROUTE MAP YOU ?
Feasibility - work out what benefits will be achievable at what cost – be
STRATEGY clear and realistic on expectations.
1. Feasibility Workshops – these are essential to get people together and moving
forward quickly. Get everyone together and at the same level of
2. Workshops understanding.
3. Customer Liaison Customer liaison / negotiation - talk to customers and users and get
their input in their own words.
IT Liaison / Negotiation - liaise and negotiate with IT – keep the focus
DESIGN on the business needs (diplomacy required..)
4. IT Liaison Service Design - what are the service and offerings, how do they
integrate with each other and other ITSM processes. What governance
5. Service Design processes are needed to maintain them?
6. Documentation Documentation – keep it simple and clear. Don’t let this be driven by
technical focus.
Implementation – it is essential to get the right people with the right
IMPLEMENTATION skills and approach involved – much of this work is business
negotiation and liaison (albeit with technical understanding). It is
therefore not advisable to have junior or overly-technical people
7. Implementation involved apart from for reference on technical issues.
Strong governance and on-going maintenance is essential to ensure
that services remain current and relevant.

41. STRATEGY
1. Feasibility
2. Workshops
3. Customer Liaison
Feasibility - work out what benefits will be achievable at
what cost – be clear and realistic on expectations.
Workshops – these are essential to get people together
and moving forward quickly. Get everyone together and at
the same level of understanding.
Customer liaison / negotiation - talk to customers and
users and get their input in their own words.

42. High-Level Services List
SERVICE FUNCTION CUSTOMER USERS IT DELIVERY
Name of the What does this do? i.e. The ultimate Who are the users, This is how IT delivers
service provides mobile comms, business customer – which this service – support
makes payments, receives who pays for the departments, how teams, 3rd parties,
orders, delivers training service and agrees many users are owners, which part of
the SLA there the infrastructure are
required

43. Term Definition Current use
Service
Service Offering
Service Catalog
(SC)
 SC User
Request Portal
 SC Business
View
 SC Technical
View
Service Entity
Service Portfolio
SLA
OLA
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44. Term Definition Current use
Service A bundle of activities (IT, people and process) combined to provide a
business outcome
Service Offering A specific task offered as part of a service ( e.g.
create/change/remove/retire)
Service Catalog A framework of services (+ offerings)provided as a multi-level set of Catalog of Services
(SC) information, including:
 SC User Front end user-friendly interface for users to get information and Service Catalog
Request Portal fulfillment of services and offerings (e.g. like Amazon)
 SC Business Outputs intended for business customers/users. Identifying service
View performance, supply and demand etc. (e.g. reports + scorecards)
 SC Technical Technical and organizational information to support the IS/IT
View organization in delivering the services and offerings (e.g. technical +
process documentation)
Service Entity Features/values recorded as part of the service
(e.g. owner, customer, components, SLA)
Service Portfolio The lifecycle management of Services from pipeline through to Service Offering (?)
retiral. ‘Service Catalog’ is the live service status.
SLA Written target for service performance and delivery agreed with
customer
OLA Internal SLA to define inter-departmental responsibilities required to
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meet customer SLAs

45. YU ?
DESIGN
4. IT Liaison
5. Service Design
6. Documentation
IT Liaison / Negotiation - liaise and negotiate with IT –
keep the focus on the business needs (diplomacy
required..)
Service Design - what are the service and offerings, how
do they integrate with each other and other ITSM
processes. What governance processes are needed to
maintain them?
Documentation – keep it simple and clear. Don’t let this be
driven by technical focus.

46. Service Attributes
• Description • Criticality
• Business Area • Customer Resp.
• Customer • Sourcing Model
• Users • Contingency/DR
• SLA • Portfolio Status
• Service Type • Service Owner
• IT Delivery • Cost/Price

47. Service Catalog Hierarchy

48. Service Catalog Hierarchy – Non-IT

49. Service Catalog Hierarchy – Non-IT

50. IMPLEMENTATION
7. Implementation
Implementation – it is essential to get the right people
with the right skills and approach involved – much of
this work is business negotiation and liaison (albeit with
technical understanding). It is therefore not advisable to
have junior or overly-technical people involved apart
from for reference on technical issues.
Strong governance and on-going maintenance is
essential to ensure that services remain current and
relevant.

51. What are the challenges?
• Developing business/non-IT skills
• Commercial negotiation
• Marketing + communications
• Moving to ‘supply chain’ management
• Overcoming resistance – from IT
• Inertia and lack of momentum
• Old IT/ITIL thinking
‘Walk the walk’ with our
customers

52. Thank you for listening…
For more information:
bjr@barclayrae.com
@barclayrae
www.barclayrae.com
www.itsmtv.co.uk
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53. Service Catalog Views

54. R em ove /
User Portal N ew Starter
C hange
C lose
A dditional
Lev 1
Services Services
Em ployee
System
Telephone C om puter
Mobile
Working
Printer
Services
A pplications
H elp &
Support
H osting &
Professional
IT Services
Lev 2
Security
Telephone HR Self Service
Em ail Conferencing Printer H osting IT Training
Services A pplications Fix
D esktop Web H om e C entral Finance IT
Services Service D esk Storage
Telephone Working Printing A pplications C onsultancy
Security &
Mobile Office IT
Peripherals Em ail off N et A ccess
Phone A pplications D evelopm ent
C ontrol
Touchscreen More
D esktop PC IT Projects
Mobility A pplications
IT Service
Laptop PC Services D elivery
Sub-Services
Offerings Ğ Provide Move Recover Leaving Configure Refresh Transfer Amend
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55. Section 1.3 Business View
C om plaints
Services with SLA D em and B usiness Portfolio B udget IT Process
& C SI Initiatives
C harge Perform ance Managem ent R esilience D evelopm ent B alance Manual
Suggestions
Individual B usiness R esilience Monthly
C om plaint RAG Trend Portfolio Initiatives
Services & Staffing C ategories to B udget H igh Level
Trends Report B riefing D escribed
C harge Predictions A pplications B alance
Team Project to R esilience
Trends from SLA
Services & Service C ategories Mid Level
Questions D escriptions
C harge Prediction Explained
Organisation Project
Suggestions H ow SLA is R esilience Links to
C harge Staffing
Logged Measured D etail Policy
Sum m ary Prediction
C om plim ents Links to
Posted
B A U D em and Screens D etail
Sub Screens
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56. Section 1.4 Technical View
B usiness D isaster Translation
C apacity Perform ance C onfiguration Event C SI IT Process
R esilience Events B usiness to
Guidance Support SLA D etail Managem ent Program m e Manual
Technical Preparation Technical
Project to R esilience
R A G Trend Section 1.2 Event Initiative
Service C ategories to Preparation H ot Spots H igh Level
R eport level 2 -5 Warning D escribed
Prediction A pplications
Project to R esilience
R em ote D R SLA Technical H ot Spot Program m e
Staffing C ategories Event Log Mid Level
H ost & em ail D escriptions Translation D etail R ead
Prediction Explained
Processing Search &
R esilience H ow SLA is Log Search Links to
B A U D em and by Export for
D etail Measured & Export Policy
A pplication R eporting
H osting
Im pact & Operational C onfiguration Links to
C apacity
R oot C ause Measures Item s D etail
D esign
H ardware
C urrent
D iscovered
C onsum ption
D etail
C om ponent Screens
C onsum ption
B alance
People
Sub Screens
C apacity
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