The document discusses Ernst & Young's IT Financial Management journey framework to help organizations improve transparency and increase satisfaction around IT costs and services. The framework is a 6 step process that includes: 1) conducting a current state assessment, 2) defining IT services, 3) calculating unit costs for each service, 4) establishing metrics and reporting, 5) implementing a chargeback model, and 6) creating a bill of IT. The goal is to break down IT costs and clearly show how they align with specific services in order to demonstrate value to the business.
Historically, IT operations management (ITOM) teams have been focused on system health and up-time, while separately, IT service management (ITSM) teams manage and remediate end-user issues. The silos between these two functions have spurned challenges that can be overcome with improved integration, collaboration, and transparency across practices. ITSM and ITOM teams are working toward the same goals of up-time, accessibility and improved customer experience. So why can’t they integrate better for delivering on these objectives?
In this presentation, we explore:
The cause and business impact of silo'ed ITSM and ITOM practices
The benefits of improving integration, collaboration, and transparency across practices
Ways for you to exploit the inefficiencies and key metrics you can present the business in advocating for a better solution
And, we’ll introduce the solution of platform thinking, where silos are broken down between IT practices, and technology is operated and managed as a unified front with an open framework of adaptability.
Learn how to present a better solution for improving IT efficiencies, delivering improved customer experience, and enabling innovation throughout your organization, by bringing ITSM and ITOM practices together.
ITOM Platform features to look for if ITSM integration is important to your organization:
SERVICE HEALTH MANAGEMENT: Unified discovery and intelligence, Live asset Inventory, Unified service performance, Visual workflows in service maps
AIOPS MACHINE LEARNING: Intelligent event correlation, Noise suppression, Situational awareness, Incident Response
INTEGRATED TICKETING REQUESTS: Automated Escalations, Comprehensive Incident Collaboration
POLICY AUTOMATION SCRIPTS: Out of the box scripts, Customize scripts
SERVICE REMEDIATION: Enforce Process Governance, Automated Remediation Policies, Secure Infrastructure Access
Learn more at https://www.opsramp.com
Also, follow us on social media channels to learn about product highlights, news, announcements, events, conferences and more:
Twitter - https://www.twitter.com/OpsRamp
LinkedIn - https://www.linkedin.com/company/opsramp
Facebook - https://www.facebook.com/OpsRampHQ/
Historically, IT operations management (ITOM) teams have been focused on system health and up-time, while separately, IT service management (ITSM) teams manage and remediate end-user issues. The silos between these two functions have spurned challenges that can be overcome with improved integration, collaboration, and transparency across practices. ITSM and ITOM teams are working toward the same goals of up-time, accessibility and improved customer experience. So why can’t they integrate better for delivering on these objectives?
In this presentation, we explore:
The cause and business impact of silo'ed ITSM and ITOM practices
The benefits of improving integration, collaboration, and transparency across practices
Ways for you to exploit the inefficiencies and key metrics you can present the business in advocating for a better solution
And, we’ll introduce the solution of platform thinking, where silos are broken down between IT practices, and technology is operated and managed as a unified front with an open framework of adaptability.
Learn how to present a better solution for improving IT efficiencies, delivering improved customer experience, and enabling innovation throughout your organization, by bringing ITSM and ITOM practices together.
ITOM Platform features to look for if ITSM integration is important to your organization:
SERVICE HEALTH MANAGEMENT: Unified discovery and intelligence, Live asset Inventory, Unified service performance, Visual workflows in service maps
AIOPS MACHINE LEARNING: Intelligent event correlation, Noise suppression, Situational awareness, Incident Response
INTEGRATED TICKETING REQUESTS: Automated Escalations, Comprehensive Incident Collaboration
POLICY AUTOMATION SCRIPTS: Out of the box scripts, Customize scripts
SERVICE REMEDIATION: Enforce Process Governance, Automated Remediation Policies, Secure Infrastructure Access
Learn more at https://www.opsramp.com
Also, follow us on social media channels to learn about product highlights, news, announcements, events, conferences and more:
Twitter - https://www.twitter.com/OpsRamp
LinkedIn - https://www.linkedin.com/company/opsramp
Facebook - https://www.facebook.com/OpsRampHQ/
Service management
ITIL and the Service value system
ITIL Guiding principles
ITIL Service value chain
ITIL Four dimensions
ITIL Practices
ITIL Continual improvement
ITIL Certification scheme
What’s in it for me?
Difference between ITIL v3 and ITIL 4 | ITIL® Foundation Training | EdurekaEdureka!
YouTube Link: https://www.youtube.com/watch?v=OqTtb0r-4QY
** ITIL® Foundation Certification Training: https://www.edureka.co/itil-foundation-sp **
This Edureka video on 'ITIL® v3 vs ITIL 4' will demystify the differences between the two versions of ITIL which are ITIL v3 released in 2011 and ITIL 4 released in 2019. This video will give you a brief overview of how ITIL v3 differs from ITIL 4 and what all have been updated.
Below are the topics covered in this tutorial:
What is the ITIL® v3 Framework?
What is ITIL® 4 Framework?
ITIL v3 vs ITIL 4
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
Your Challenge
Organizations have to adapt to a growing number of trends, putting increased pressure on IT to move at the same speed as the business.
The business, seeing that IT is slower to react, looks to external solutions to address its challenges and capitalize on opportunities.
IT and business leaders don’t have a clear and unified understanding or definition of an operating model.
Our Advice
Critical Insight
The IT operating model is not a static entity and should evolve according to changing business needs.
However, business needs are diverse, and the IT organization must recognize that the business includes groups that consume technology in different patterns. The IT operating model needs to support and enable multiple groups, while continuously adapting to changing business conditions.
Impact and Result
Determine how each technology consumer group interacts with IT. Use consumer experience maps to determine what kind of services consumer groups use and if there are opportunities to improve the delivery of those services.
Identify how changing business conditions will affect the consumption of technology services. Classify your consumers based on business uncertainty and reliance on IT to plan for the future delivery of services.
Optimize the IT operating model. Create a target IT operating model based on the gathered information about technology service consumers. Select different implementations of common operating model elements: governance, sourcing, process, and structure.
An overview of The Open Group IT4IT Reference Architecture. It is a vendor and product-agnostic value chain-based operating model for managing the business of IT. While providing guidance on the design, procurement and implementation of the functionality needed to run IT, it also enables the systematic tracking of the state of IT services across the service life-cycle.
An overview of The Open Group IT4IT Reference Architecture. It is a vendor and product-agnostic value chain-based operating model for managing the business of IT. While providing guidance on the design, procurement and implementation of the functionality needed to run IT, it also enables the systematic tracking of the state of IT services across the service life-cycle using four value streams - Strategy to Portfolio, Request to Fulfill, Requirement to Deploy, and Detect to Correct.
Download presentation from http://opengroup.co.za/presentations
Personally designed (content + graphics design), officially accredited ITIL® Foundation courseware.
ITIL® is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Defining Services for a Service CatalogAxios Systems
To view this complimentary webcast in full, visit: http://forms.axiossystems.com/LP=289
Faced with continued cost pressures, as well as growing business unit demand for new services and higher service levels, IT is about to make transformation. IT is having to align their services with the needs of the business, develop standardized process and improve overall internal customer satisfaction. Arguably the most important tool to deliver these demands is the Service Catalog.
Data Architecture, Solution Architecture, Platform Architecture — What’s the ...DATAVERSITY
A solid data architecture is critical to the success of any data initiative. But what is meant by “data architecture”? Throughout the industry, there are many different “flavors” of data architecture, each with its own unique value and use cases for describing key aspects of the data landscape. Join this webinar to demystify the various architecture styles and understand how they can add value to your organization.
ValueFlowIT: A new IT Operating Model EmergesDavid Favelle
ValueFlow IT has synthesised the old and the new of IT management frameworks into a multi-speed operating model. This accommodates the different pace layers (thanks Gartner) of the portfolio and tunes the IT organisational structures processes and tools.
ITIL 4 service value chain data flows (input and outputs)Rob Akershoek
High level overview of the Service value chain activities and information flows (input/outputs) based upon ITIL 4 from AXELOS (ITIL 4 Foundation).
Mapping of the ITIL value chain activities to the IT4IT value streams as defined by The Open Group IT4IT Standard.
IT4IT and DevOps Tools Landscape (2020).Rob Akershoek
Complete overview of the IT management tooling landscape 2020. Key market players / vendors in the IT4IT and DevOps tooling ecosystem. Automate and streamline your end-to-end DevOps tool chain.
The launch of ITIL4 revived Axelos presence in the Service Management scene. Although it is only the foundation material, it gives a good indication of the direction the latest framework version wants to guide you on your service management journey.
In this session, we will review how ITIL positioned itself in the new Service Management world. Both the new and renewed concepts will be analysed. What is that SVS all about? Will the SVC be supportive enough in your daily practice? And what about the openness towards other models? Does agile really fit in? Can ITIL and DevOps connect
This webinar features two IT4IT™ experts: Jim Hietala, VP Business Development at The Open Group and Michael Fulton, President Americas Division of CC and C Solutions, co-chair IT4IT Adoption Workgroup and Lead Author ITpreneurs IT4IT courseware.
Training and consulting providers looking to help your clients improve IT efficiency will enjoy this webinar. You will:
-Gain insight on how IT4IT serves the digital enterprise
-Discover its relation with Cloud, Agile, and DevOps
-Learn how it complements TOGAF®, Archimate® and ITIL®
-Find out what the training opportunities are for IT4IT
The Open Group IT4IT Reference Architecture provides prescriptive guidance on how to design, procure and implement the functionality needed to run IT. The training content of IT4IT will be available for licensing in the ITpreneurs courseware soon.
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
As we head into a new year, one thing is for sure, the world of technology and IT will continue to evolve and be disrupted at a frightening pace. The role of the modern IT organisation will thus need to adapt and be agile in order to keep pace with this changing landscape and to continue to be valuable to the organisations that they service. As IT estates become more complex, internal IT functions will need to become more mature and efficient in the way they operate in order to be perceived as a valued asset to the business. The release of IT4IT at the end of last year provides an interesting and potentially highly valuable reference architecture for IT organisations to use to help achieve this level of maturity and efficiency.
The IT4IT standard has really started to pick up momentum as we start 2016 and it is great to see the increase in the membership of the IT4IT forum as well as the general interest that is being seen in the industry for this new standard. I recently co-presented a webinar in collaboration with the Open Group where we looked at the potential real-world application and benefits that IT4IT can offer. Mandate and mindset will be critical to the successful use of IT4IT but I am confident that this approach has the potential to be very beneficial for many organisations as the role of the IT function continues to be redefined.
History of IT Service Management Practices and StandardsRob Akershoek
Evolution of IT service management practices and standards from Top Gun 1 (around 1990) to Top Gun Maverick (2022)
How did the IT management evolve since 1990? When were key standards and practices introduced?
The IT management market has significantly evolved over the last few years e.g. introducing DevOps, Continuous Delivery, Agile Development, SRE and IT4IT. Managing this new multi-vendor ecosystem consisting of cloud, containers and micro-services.
Managing this new digital reality requires you to combine various practices into one integrated Digital Operating Model, to optimize end-to-end IT value streams.
The overwhelming challenges of IT infrastructure managementNIIT Technologies
CIOs are now looking at IT infrastructure management as a mean to drive business transformation. To transform the way businesses work, CIOs need responsive systems and processes to bridge the gap between operations and business. With this understanding, IT leaders need to align IT with business and manage IT infrastructure as a service model. This paper surveys the challenges service providers face in managing IT infrastructures. It also lists down solutions for the effective management of IT infrastructures.
Service management
ITIL and the Service value system
ITIL Guiding principles
ITIL Service value chain
ITIL Four dimensions
ITIL Practices
ITIL Continual improvement
ITIL Certification scheme
What’s in it for me?
Difference between ITIL v3 and ITIL 4 | ITIL® Foundation Training | EdurekaEdureka!
YouTube Link: https://www.youtube.com/watch?v=OqTtb0r-4QY
** ITIL® Foundation Certification Training: https://www.edureka.co/itil-foundation-sp **
This Edureka video on 'ITIL® v3 vs ITIL 4' will demystify the differences between the two versions of ITIL which are ITIL v3 released in 2011 and ITIL 4 released in 2019. This video will give you a brief overview of how ITIL v3 differs from ITIL 4 and what all have been updated.
Below are the topics covered in this tutorial:
What is the ITIL® v3 Framework?
What is ITIL® 4 Framework?
ITIL v3 vs ITIL 4
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
Your Challenge
Organizations have to adapt to a growing number of trends, putting increased pressure on IT to move at the same speed as the business.
The business, seeing that IT is slower to react, looks to external solutions to address its challenges and capitalize on opportunities.
IT and business leaders don’t have a clear and unified understanding or definition of an operating model.
Our Advice
Critical Insight
The IT operating model is not a static entity and should evolve according to changing business needs.
However, business needs are diverse, and the IT organization must recognize that the business includes groups that consume technology in different patterns. The IT operating model needs to support and enable multiple groups, while continuously adapting to changing business conditions.
Impact and Result
Determine how each technology consumer group interacts with IT. Use consumer experience maps to determine what kind of services consumer groups use and if there are opportunities to improve the delivery of those services.
Identify how changing business conditions will affect the consumption of technology services. Classify your consumers based on business uncertainty and reliance on IT to plan for the future delivery of services.
Optimize the IT operating model. Create a target IT operating model based on the gathered information about technology service consumers. Select different implementations of common operating model elements: governance, sourcing, process, and structure.
An overview of The Open Group IT4IT Reference Architecture. It is a vendor and product-agnostic value chain-based operating model for managing the business of IT. While providing guidance on the design, procurement and implementation of the functionality needed to run IT, it also enables the systematic tracking of the state of IT services across the service life-cycle.
An overview of The Open Group IT4IT Reference Architecture. It is a vendor and product-agnostic value chain-based operating model for managing the business of IT. While providing guidance on the design, procurement and implementation of the functionality needed to run IT, it also enables the systematic tracking of the state of IT services across the service life-cycle using four value streams - Strategy to Portfolio, Request to Fulfill, Requirement to Deploy, and Detect to Correct.
Download presentation from http://opengroup.co.za/presentations
Personally designed (content + graphics design), officially accredited ITIL® Foundation courseware.
ITIL® is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Defining Services for a Service CatalogAxios Systems
To view this complimentary webcast in full, visit: http://forms.axiossystems.com/LP=289
Faced with continued cost pressures, as well as growing business unit demand for new services and higher service levels, IT is about to make transformation. IT is having to align their services with the needs of the business, develop standardized process and improve overall internal customer satisfaction. Arguably the most important tool to deliver these demands is the Service Catalog.
Data Architecture, Solution Architecture, Platform Architecture — What’s the ...DATAVERSITY
A solid data architecture is critical to the success of any data initiative. But what is meant by “data architecture”? Throughout the industry, there are many different “flavors” of data architecture, each with its own unique value and use cases for describing key aspects of the data landscape. Join this webinar to demystify the various architecture styles and understand how they can add value to your organization.
ValueFlowIT: A new IT Operating Model EmergesDavid Favelle
ValueFlow IT has synthesised the old and the new of IT management frameworks into a multi-speed operating model. This accommodates the different pace layers (thanks Gartner) of the portfolio and tunes the IT organisational structures processes and tools.
ITIL 4 service value chain data flows (input and outputs)Rob Akershoek
High level overview of the Service value chain activities and information flows (input/outputs) based upon ITIL 4 from AXELOS (ITIL 4 Foundation).
Mapping of the ITIL value chain activities to the IT4IT value streams as defined by The Open Group IT4IT Standard.
IT4IT and DevOps Tools Landscape (2020).Rob Akershoek
Complete overview of the IT management tooling landscape 2020. Key market players / vendors in the IT4IT and DevOps tooling ecosystem. Automate and streamline your end-to-end DevOps tool chain.
The launch of ITIL4 revived Axelos presence in the Service Management scene. Although it is only the foundation material, it gives a good indication of the direction the latest framework version wants to guide you on your service management journey.
In this session, we will review how ITIL positioned itself in the new Service Management world. Both the new and renewed concepts will be analysed. What is that SVS all about? Will the SVC be supportive enough in your daily practice? And what about the openness towards other models? Does agile really fit in? Can ITIL and DevOps connect
This webinar features two IT4IT™ experts: Jim Hietala, VP Business Development at The Open Group and Michael Fulton, President Americas Division of CC and C Solutions, co-chair IT4IT Adoption Workgroup and Lead Author ITpreneurs IT4IT courseware.
Training and consulting providers looking to help your clients improve IT efficiency will enjoy this webinar. You will:
-Gain insight on how IT4IT serves the digital enterprise
-Discover its relation with Cloud, Agile, and DevOps
-Learn how it complements TOGAF®, Archimate® and ITIL®
-Find out what the training opportunities are for IT4IT
The Open Group IT4IT Reference Architecture provides prescriptive guidance on how to design, procure and implement the functionality needed to run IT. The training content of IT4IT will be available for licensing in the ITpreneurs courseware soon.
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
As we head into a new year, one thing is for sure, the world of technology and IT will continue to evolve and be disrupted at a frightening pace. The role of the modern IT organisation will thus need to adapt and be agile in order to keep pace with this changing landscape and to continue to be valuable to the organisations that they service. As IT estates become more complex, internal IT functions will need to become more mature and efficient in the way they operate in order to be perceived as a valued asset to the business. The release of IT4IT at the end of last year provides an interesting and potentially highly valuable reference architecture for IT organisations to use to help achieve this level of maturity and efficiency.
The IT4IT standard has really started to pick up momentum as we start 2016 and it is great to see the increase in the membership of the IT4IT forum as well as the general interest that is being seen in the industry for this new standard. I recently co-presented a webinar in collaboration with the Open Group where we looked at the potential real-world application and benefits that IT4IT can offer. Mandate and mindset will be critical to the successful use of IT4IT but I am confident that this approach has the potential to be very beneficial for many organisations as the role of the IT function continues to be redefined.
History of IT Service Management Practices and StandardsRob Akershoek
Evolution of IT service management practices and standards from Top Gun 1 (around 1990) to Top Gun Maverick (2022)
How did the IT management evolve since 1990? When were key standards and practices introduced?
The IT management market has significantly evolved over the last few years e.g. introducing DevOps, Continuous Delivery, Agile Development, SRE and IT4IT. Managing this new multi-vendor ecosystem consisting of cloud, containers and micro-services.
Managing this new digital reality requires you to combine various practices into one integrated Digital Operating Model, to optimize end-to-end IT value streams.
The overwhelming challenges of IT infrastructure managementNIIT Technologies
CIOs are now looking at IT infrastructure management as a mean to drive business transformation. To transform the way businesses work, CIOs need responsive systems and processes to bridge the gap between operations and business. With this understanding, IT leaders need to align IT with business and manage IT infrastructure as a service model. This paper surveys the challenges service providers face in managing IT infrastructures. It also lists down solutions for the effective management of IT infrastructures.
Modern IT Service Management Transformation - ITIL IndonesiaEryk Budi Pratama
Presented at Online ITIL Indonesia Webinar #5.
Content:
> Setting up the context
> Understanding holistic IT Management point of view
> IT Service Management Transformation
> Key Performance Indicator (KPI)
> IT Service Catalogue
> IT Sourcing
> Agile Incident Management
Want to learn more about Activity Based Costing or IT Delivery Services Transparency? Would you like to better communicate your Technology Services Catalog or articulate proper chargebacks to the Business Stakeholders?
The business demands Best-in-Class Solutions with a secure and reliable infrastructures with no downtime, and now the CIO can provide a portal view with comprehensive Business Unit Dashboards and custom Data Analytics reporting.
How to build the business case for Service CatalogAxios Systems
To view this complimentary webcast in full, visit: http://forms.axiossystems.com/LP=321
Faced with continued cost pressures, as well as growing business unit demand for new services and higher service levels, IT is about to make transformation. IT is having to align their services with the needs of the business, develop standardized process and improve overall internal customer satisfaction. Arguably the most important tool to deliver these demands is the Service Catalog.
Your Challenge
Service desk managers with immature service desk processes struggle with:
Low business satisfaction.
High cost to resolve incidents and implement requests.
Confused and unhappy end users.
High ticket volumes and a lack of root-cause analysis to reduce recurring issues.
Wasted IT time and wages resolving the same issues time and again.
Ineffective demand planning.
Our Advice
Critical Insight
Don’t be fooled by a tool that’s new. A new service desk tool alone won’t solve the problem. Service desk maturity improvements depend on putting in place the right people and processes to support the technology.
Service desk improvement is an exercise in organizational change. Engage specialists across the IT organization in building the solution, and emphasize how everyone stands to benefit from the initiative.
Organizations are sometimes tempted to track their work under a single ticket type. Unfortunately, the practice obscures the fact that incidents, requests, and projects require radically different amounts of time and resources, and can create the impression that IT is underperforming. Distinguish between incidents, requests, and projects, and design specific processes to support and track the performance of each activity.
Remember, the value of any IT service management (ITSM) tool is a function of the processes it supports and the adoption of those processes. The ITSM tool with the best functionality is worth little if you do not build the right processes, configure the tool to support them, and work to improve tool adoption in your organization.
Impact and Result
Increase business satisfaction.
Reduce recurring issues and ticket volumes.
Reduce average incident resolution time and average request implementation time.
Increase efficiency and lower operating costs.
Enhance demand planning.
This is a presentation about an organization's cultural readiness to adopt IT Service Management principles and roadmaps. Further information can be found at the following blog article
Similar to The IT Financial Management Cost Transparency Journey (20)
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Communications Mining Series - Zero to Hero - Session 1DianaGray10
This session provides introduction to UiPath Communication Mining, importance and platform overview. You will acquire a good understand of the phases in Communication Mining as we go over the platform with you. Topics covered:
• Communication Mining Overview
• Why is it important?
• How can it help today’s business and the benefits
• Phases in Communication Mining
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2. Page 1 Competitor analysis
Agenda
The ITFM Journey2
Client case study3
1 Current challenges
Q & A4
3. Page 2
Current Challenges
Business executives want to clearly understand the IT organization’s value
and how it supports the business strategy
► Increase the value received from IT
► Make sure IT is supporting the business strategy
► Measure and manage IT appropriately
► Use IT to improve the business
► Develop a common language for communicating with
IT
► Make IT a part of the team
► Demonstrate the value IT provides to the business
► Secure the resources IT needs to deliver results
► Have a place at the executive table
► Have a common language for communicating with
business leaders
CEO/CFO
Senior Business
Leaders
CIO/
Senior IT Leaders
Stakeholders Stakeholder Priorities for IT
5. Page 4
The EY IT Financial Management (ITFM)
Journey
EY’s ITFM journey provides a clear and easy to follow path to enable the delivery of cost
effective services to the business, improve transparency and increase satisfaction.
Step 1
Current state
assessment
Step 2
Service definition
Step 3
Unit service costing
Step 4
Metrics and reporting
Step 5
Chargeback model
Step 6
Bill of IT
Transparency
Cost efficiency
Customer
satisfaction
7. Page 6
Current State Assessment
You need to understand where you are before determining where you need
to go
Utilizing the EY ITFM framework as a reference
Current
State
Assessment
Data collection
Interviews
Maturity
Assessment
Gaps
8. Page 7
EY IT Financial Management Framework
ITIL based, but also incorporates our view of leading practice
9. Page 8
Cu
IT Financial Management Maturity Model
Used to determine where you are and where you want to be
Value High
DetailandComplexity
Low
High
1
Cost
Center
DefendingcostAddingvalue
2
Commodity
3
Utility
4
Advisor
5
Business
Partner
Current State
Target State
10. Page 9
# Maturity Level Maturity Description
1 Cost Center
• IT organization has a very tactical focus
• Low interaction between Business and IT
• Costs are defined and allocated at a high-level (People, Software, Hardware, etc) based on
Revenues, FTEs
• Lack of cost transparency
2 Commodity
• IT works closely with the business but does not drive strategic initiatives
• IT costs are broken down into sub-categories (example: software & infrastructure costs)
• IT costs are aligned based on resources rather than consumption
• Business has little influence over IT costs
3 Utility
• IT works closely with the business but does not drive strategic initiatives
• IT costs are broken down into sub-categories (example: software & infrastructure costs)
• IT costs are aligned based consumption with SLAs in place
• Business has little influence over IT costs
4 Advisor
• IT advises the business on execution of strategic initiatives
• IT costs are reported at the business application/process level
• Business has a good understanding of its IT costs
• Business can influence IT costs by optimizing and rationalizing applications / processes
• Driver based planning
5 Business Partner
• IT is proactive in initiating strategic initiatives
• IT costs are service-based
• Business can influence its IT costs by managing its consumption of IT resources
• End-to-end view of financial data – from resources to services to applications
• Driver based planning
ITFM Maturity Model Criteria
Used to determine maturity levels
12. Page 11
IT Service Catalog
Foundational element for all IT organizations
Benefits
1) Improved transparency
and customer
satisfaction
2) Demonstrates the value
of IT
3) Ease of service ordering
and interfacing with IT
4) Documents service
levels for each service
(SLAs)
5) Leads to more efficient
consumption of services
Provides a single reference source for all IT services offered
13. Page 12
What is a service catalog?
A communication tool to have a
productive dialogue with the business
about what services IT can deliver to
help make them successful
The foundation for any type of
allocation or chargeback process
An easy to use document to help
customers understand how to
request services, what the service
performance levels are, and what
they cost
A Service Catalog is… A Service Catalog is not…
a
X
Constrained by the current structure
of outsourcing service contracts
A detailed technical process list
that shows how to deliver IT services
A self-service portal for the
business
A leading practice framework for
defining services which can be
benchmarked
An IT Operating or Service Delivery
model.
14. Page 13
The EY reference framework for structuring the
service catalog – focused on “The What”
The What
(Service Offering & Service Performance)
The How
(Service Delivery)
Service Portfolio
(Employee Enablement)
PC
Email
Telephony Technology
Service Tiers
SLA’s
Availability
Response Time
Tools
Infrastructure
Service Tier 2
(Silver)
Service Tier 3
(Bronze)
Service Tier 1
(Gold)
Delivery Model
(Logical grouping of services
offerings)
(Discrete services provided to a
customer )
(Specific capabilities or features that
constitutes a service)
(Service performance
expectations)
(Delivery of one service)
(Core technologies and tools to deliver service)
Services Service Performance
People
Processes
15. Page 14
Service catalog evolution
“Don’t let perfect be the enemy of good”
1. Catalog includes improved
SLAs and unit service costs
2. Catalog includes tiered
services, resolution time SLAs,
and partial costs
3. Initial catalog includes basic
services, only response time
SLAs, not resolution times
Services are not defined or ad-
hoc definitions are in place with
few synergies
Maturity
Time
High
Low
1
2
3
4
No catalog
Basic services
and response
time SLAs
Tiered services
and resolution
time SLAs
Improved
SLAs and
unit service
costs
1
2
3
4
17. Page 16
IT Service Costing Definition
► IT Service Costing (ITSC) is the process of calculating the
actual unit costs of providing IT services
Key Points
► Once actual unit service costs are determined they can be
compared to market rates to identify potential savings
opportunities
► One key goal for the IT organization is to have the cost of their
services be at or below external service providers
Dependencies
1) Services must be defined first
2) Must have good consumption data
3) Need cost data that is aligned with services
4) Effective chargeback implementation requires unit service costs
18. Page 17
► Benchmarking
► Build vs. buy
► Internal & External
► Drives efficient
consumption
► Align demand to
capacity
► Customer focused
► Service oriented
► Visibility
► Consistency
► Accuracy
► Cost drivers
► Cost of service
ITSC – Benefits
Service based costing empowers executive decision making ability through
improved IT cost visibility
Aligns IT to
Business
Strategy
Performance
Management
Cost
Transparency
Allocations /
Chargeback
Cost
Management
Resource
Management
19. Page 18
Others
►Cost per server
►Cost per
application
►Cost per GB of
disk storage
►Cost per help
desk call
►Cost per PC
►Cost per
telephone
►Etc.
Remote
Services
HR FIN
Others
Sales BI
Others
Hosting
Services
Application
Mgmt.
Telecom
Services
Others
►Helpdesk
►Server mgmt.
►Voice
►WAN/LAN
►Storage
►Etc.
Cost Drivers:
►Servers
►Storage
►Applications
►FTEs
►Etc.
Labor
Maintenance
Depreciation
IT Departments Services
Cost
Pools
Service
Costs
Consumption
Drivers
EY Service Costing Framework
Service Costing Framework
Translates IT department costs into service costs that are meaningful to
users/customers and enables benchmarking / savings identification
Linkage to
Chargeback
Service
Catalog
Usage Data
20. Page 19
Data Quality
Cost and consumption data are BOTH required in order to calculate unit
service costs
► The EY data quality framework enables the assessment of both
cost and consumption data in order to:
► Identify gaps for improvement
► Determine readiness for chargeback
Inventory Weight
Data
Received
Score Inventory Weight
Data
Received
Score
Identity and End User Computing Number of PCs per BU 0.5 90% 0.45 Service Cost 0.5 100% 0.5 0.95 95%
Service Desk and support Number of incidents per BU 0.5 80% 0.4 Service Cost 0.5 85% 0.425 0.825 83%
Conferencing (video, webex)
Telepresence location per
building with usage by BUs
0.5 80% 0.4
Telepresence cost data by
locations or BU
0.5 85% 0.425 0.825 83%
Email & collaboration tools
Number of email accounts
per BU
0.5 100% 0.5
FTE/Agency workers information
supporting collaboration tools
0.5 85% 0.425 0.925 93%
Telephones
Number of
handsets/extensions per
business unit and their
consumption
0.5 95% 0.475
Cost incurred for the usage of the
extensions per BU
0.5 85% 0.425 0.9 90%
Network connectivity LAN/WAN site information 0.5 85% 0.425 Cost of circuits and networks 0.5 85% 0.425 0.85 85%
Mobility Number of Mobile Apps 0.5 25% 0.125 Service Cost 0.5 85% 0.425 0.55 55%
0 0% 0
FTE/Agency workers information
per BU
0.5 75% 0.375
- 0 0% 0
Cost of software provisioned for
PCs
0.5 75% 0.375
Infrastructure (DC & Connectivity)
Servers associated
applications and quantities
0.5 75% 0.375
Servers costs associates with
their usage and services
0.5 75% 0.375 0.75 75%
Infrastructure (Compute / Servers)
Storage associated servers
and quantities
0.5 75% 0.375
Storage costs associates with
their usage and services
0.5 75% 0.375 0.75 75%
Infrastructure (Storage & Back-Up)
Data Center associated
servers with applications
0.5 75% 0.375
Data Center costs associated
with hosting servers and
applications
0.5 75% 0.375 0.75 75%
Databases, JAVA, .NET, tools
Number of databases,
associated applications and
usage per BU
0.5 75% 0.375
FTE/Agency workers supporting
databases per BU
0.5 100% 0.5 0.875 88%
Integration
Applications supported for
integrations purposes and
the corresponding BUs
using those applications
0.5 100% 0.5
FTE/Agency numbers per BU for
developing/supporting/maintaining
the service
0.5 100% 0.5 1 100%
Number of sites and
locations
0 95% 0
FTE/Agency workers per BU for
service provided
0.5 40% 0.2
- 0 0% 0
Non-Labor costs (Software /
Infrastructure)
0.5 40% 0.2
NA 0 0% 0
FTE/Agency workers per BU for
service provided
0.5 100% 0.5
NA 0 0% 0
Non-Labor costs (Software /
Infrastructure)
0.5 85% 0.425
NA 0 0% 0
FTE/Agency workers per BU for
service provided
0.5 100% 0.5
0 0% 0 Non-Labor costs 0.5 100% 0.5
NA 0 0% 0
FTE/Agency workers per BU for
service provided
0.5 100% 0.5
0 0% 0 Non-Labor costs 0.5 100% 0.5
NA 0 0% 0
FTE/Agency workers per BU for
service provided
0.5 100% 0.5
0 0% 0 Non-Labor costs 0.5 100% 0.5
NA 0 0% 0
FTE/Agency workers per BU for
service provided
0.5 100% 0.5
0 0% 0 Non-Labor costs 0.5 100% 0.5
NA 0 0% 0
FTE/Agency workers per BU for
service provided
0.5 100% 0.5
0 0% 0 Non-Labor costs 0.5 100% 0.5
Organizational Data
Employee headcount by
BU/Country/Region across
the organization
0.5 100% 0.5 IT Organization/Services budgets 0.5 100% 0.5 1 100%
Site Information
Building data and BUs
associated with it
1 100% 1 0 100% 0 1 100%
1
100% 5%1
1
1
100%
100%
100%
100%
Category
Quality
Category
Weight
Overall Data
Quality
ADM 0.75 75%
81% 29%
Cost Data
83% 11%
82%
Total Weighted
Score
Data Item
Quality
100% 0%
13%
Projects
New projects requested from GIS by
the business
93% 42%
Local Support
On-site support for infrastructure and
applications
40%
93%
Service Name Service Cost Quantity
Consumption Data
Budgets
$ 275
$ 125
$ 400
$ 50
Service Category
$ -
Staffing
Enablement
0.4 40%
0.925
Application
Delivery &
Support
Foundational
Cost /
Consumption
Data
Security Risk Management 1 100%
Strategy, Architecture, & Governance
Industry and innovation
BI, Data warehouse
HR, Business Resources
Corporate
Services
$ 100
Data quality heat map
Data quality assessment tool
22. Page 21
Metrics & Reporting
► Purpose
► Necessary for effective management and customer satisfaction
► “What gets measured gets done”
► Emphasis on quality over quantity
► Metrics
► KPIs
► Key Performance Indicators that are measured and reported internally to
manage services or processes
► SLAs
► Service Level Agreements, which are a formal commitment to a
predetermined and agreed to level of service between IT and the
business/customer
► Reporting
► Metrics - three levels: Business, executive, operational
► Usage - shows consumption of IT services by the business
23. Page 22
Usage Reporting Example
Customers need to understand their consumption and costs in order to manage them
► Highest benefit and maturity level is to produce monthly for each service via
self-service on an automated platform
► Can be produced manually as an initial solution using Excel
Automated Example – ITFM Tool Manual Example - Excel
25. Page 24
Why implement chargeback?
► To understand the true costs of providing IT services
► To educate IT customers on the value of the IT services
that are being provided
► As a tool to improve operating efficiencies and lower
costs
► To enable customers to manage their own consumption
of services and associated costs
-
26. Page 25
Benefits of Implementing Chargeback
1) Reduce spend/costs
2) More effective IT spending
3) Improve demand & expense forecasting for the IT organization
and its customers
4) Key component of ITIL Financial Management
27. Page 26
Chargeback Model Maturity Curve
Used to determine where you are and where you want to be
Implementation Time Long
Maturity
Short
High
1
Overhead
allocation
2
Flat fee
3
Consumption
based
4
Incentive
based
5
Service
based
6
External
pricing
7
Value based
pricing
Current State
Target State
28. Page 27
Chargeback Model Definitions and Features
IT chargeback
methodology
Methodology description
1. Overhead allocation
2. Flat fee
4. Incentive based
5. Service based
6. External pricing
7. Value based pricing
3. Resource consumption
based
► IT costs are allocated to LOBs as a corporate overhead cost based on a simple driver not
directly related to resource consumption (e.g. revenue, asset balance, etc.)
► Fixed annual cost negotiated with BUs; normally based on a “crude” estimate of resource
consumption
► IT charges are manipulated to drive specific behavior (e.g., lower charges to influence use of
network or servers during off-peak times)
► IT service charges to BUs are based on consumption of specific activities; quality and
availability of services are explicitly defined, service “choice” provided for key products
► IT service fees are based on market (external) prices; products offered are comparable to
those available in the marketplace
► IT service fees are based on perceived value delivered to LOBs (e.g., business value
created, customer satisfaction, timely delivery of new financial products)
► IT costs are allocated based on specific unit of resource consumed (e.g., number of
dedicated servers, network ports, etc.)
CostAwareness
Cost
Measurement
Effort
Costsand
Complexity
CostManagement
Effort
0. No chargeback ► IT costs are not charged back
= Low = Medium = HighKEY:
29. Page 28
The Chargeback Journey
Implementing chargeback is an evolutionary process vs. “big bang”
Usage
reporting
Showback
(Usage + $)
Chargeback
Time
Maturity
31. Page 30
Chargeback Data Requirements
To chargeback on a unit cost basis, unit consumption and cost data is needed
Datagranularity
Type of model
32. Page 31
Guiding Principles
Consistency
Effort
Fairness
Transparency
► Are IT chargeback methods aligned with cost allocation and
profitability measurement used throughout the organization?
► How much effort (e.g., data collection, transformation,
calculation, reconciliation, and billing) is appropriate and is it in
keeping with the value provided?
► To what degree should chargeback be based on actual
consumption versus an estimated allocation?
► What costs should be included/excluded?
► What insight should customers have into how IT manages IT—
including which costs are fixed and which are variable?
► What behaviors, if any, should chargeback drive (e.g. reduced
consumption, investment in new products, incentives to move
users from old technologies, etc.)?
Influence
Chargeback guiding principles
33. Page 32
Chargeback Models
Not one size fits all, and that’s okay
HighImplementation complexity
Low
High
Businessbenefitsandtransparency
Resource-
based
allocations
Differentiated
service levels
and pricing
1. Overhead
allocation
2. Flat fee
6. External
pricing
7. Value based
pricing
4. Incentive
based
3. Resource
consumption
based
5. Service based
Service
pricing
Resourced-Based Allocations distributes
costs through allocations or simple
consumption estimates
Service Pricing measures specific
consumption and drives behavior through
tiered services and prices (e.g. incentives for
off-peak usage)
Differentiated Service Levels and Pricing
reflects a more market-based approach to
cost recovery
High
35. Page 34
Why automate?
► Improve unit service costing and benchmarking
accuracy, leading to lower costs
► Increase transparency into consumption and costs
► Needed to provide monthly reporting and chargeback –
manual models require large amounts of labor
► Provide self-service capabilities to customers, so that
they can understand and regulate their consumption
► More efficient than manual processes
36. Page 35
Tool selection
► You should first consider if you are ready for a tool.
Some key points to keep in mind:
► Are services well defined?
► Are ITFM roles and processes defined and mature?
► Service consumption data ownership, availability, and quality
are key requirements
► There are multiple tools
available in the market, so you
should evaluate them based on
your specific requirements
using well defined criteria and
use cases
► You can use resources such as
Gartner as a guide
38. Page 37
Client ITFM case study overview
This is one of many examples of the benefits of implementing ITFM processes
► Client objectives
► Create financial transparency for all products and services provided
by IT infrastructure services
► Continue to reduce infrastructure support costs, optimize
operations
► Achieve or exceed cost benchmarks in all elements of IT
Infrastructure Services
► Derive benefits from the previously purchased ITFM tool
► Results
► Developed a comprehensive end state architecture and two year
roadmap to success
► Identified $6M - $10M in initial savings
► Designed the chargeback model, roles, metrics, and processes to
provide additional transparency to the business
► Developed an implementation plan to operationalize their ITFM tool
39. Page 38
Peter Hidalgo, Jr
ITFM Services Lead
Senior Manager
IT Transformation
Advisory Services
Ernst & Young LLP
5 Times Square
New York, NY 10036-6530,
United States of America
Pete.Hidalgo@ey.com
Mobile: 973-223-5616
Education
West Point - USMA
BS – Engineering
Columbia University
MBA
Certification(s)
PMP
ITIL Financial Management
► Senior Manager with over 20 years of experience in I.T. Financial Management, Telecom and I.T. infrastructure,
Cost Optimization, Program Management, and I.T. Shared Services Transformation.
► Deep industry experience in managing and optimizing I.T. costs. Previous responsibilities included serving as the
Global I.T. Financial Manager for a Fortune 100 company, where he managed an annual operating budget of over
$100 million. In that role he also developed and implemented an ITIL based service costing and chargeback
process, resulting in improved client satisfaction and major, recurring cost savings.
► Currently serves as the I.T. Financial Management Service Leader within Ernst & Young’s IT Advisory practice
Relevant experience
► Assisted a Fortune 50 global manufacturing client with redesigning their current IT allocation model and
processes for over $1 billion in annual spend
► Advised a Fortune 50 pharmaceutical client with improving their IT financial management processes, cost
transparency, data management, chargeback model redesign, service owner framework, and automation
► Advised and assisted a leading media and entertainment company to transform their IT operations into a shared
services model encompassing 11 major service domains. Also assisted in the development of a data center
strategy, a WAN architecture review, and a detailed IT service cost analysis, to include the development of a
service catalog, and a chargeback model.
► Assisted in an IT infrastructure (voice, data, and data center) strategic assessment and financial analysis for a
Fortune 500 corporation, which resulted in identifying the strategies to improve network and data center
performance and availability, in addition to saving $32M - $53M over three years in IT operating expenses.
► Supported an IT Cost Optimization study for the premium spirits and wine supplier in the U.S., which addressed
their telecom and infrastructure spend. Identified annual savings of 10% to 19%.
► Advised in the strategic assessment of the voice and data networks for a Fortune 500 high tech manufacturing
firm, which resulted in a new technology direction (VOIP) and Identified over $9M in annual savings.
► Assisted in performing an IT Operations strategic assessment for a Fortune 100 manufacturing corporation,
focusing on data center consolidation. Developed data center consolidation and disaster recovery strategies, in
addition to Identifying over $5M in annual savings.
► Advised a leading medical device manufacturing company in the evaluation of their outsourced infrastructure
service contracts, resulting in overall savings of $5M - $6M, or 35% - 45%.
► Assisted a Fortune 100 consumer staples company with the assessment of their wireless telecom services
contracts, resulting in overall savings of $6M - $9M, or 45% - 55%.