1) An SMO (Service Management Office) provides a central point of focus and expertise for driving efficiency and effectiveness in IT service delivery through shared processes, resources, and continuous improvement.
2) The core capabilities of an SMO include process governance, methods/templates, process architecture, supplier integration, ITSM tool ownership, and performance reporting.
3) Establishing an SMO can help optimize costs, reduce risks, improve agility, better align IT and business, ensure supplier integration, and strengthen collaboration. Key considerations before implementing an SMO include analyzing organizational maturity, processes, capabilities, and sourcing strategies.
Should you establish a Service Management Office (SMO) - ITSM Academy WebinarITSM Academy, Inc.
Similar to a project management office, the SMO centralizes the oversight and integration of service management processes to ensure the alignment and effective and efficient outcomes of service delivery and support. In this session, Jayne Groll will provide a practical overview of the concepts, benefits, opportunities, and threats associated with developing a SMO, regardless of an organization’s size, industry, or scope. And since a successful SMO is built on roles and responsibilities, Jayne will also share tips for identifying, combining, assigning, and managing key roles
11 Actions that will make your SIAM Programme successfulSteve Morgan
Service Integration & Management (SIAM) is a term given to IT Operating Models which cater for multi-vendor strategies. This presentation describes the 11 Actions that you must adopt to make your SIAM programme a success
Many organisations struggle to implement a successful ITSM program, with multiple attempts at the same issue being undertaken with almost clockwork like regularity every 3-4 years. But why is it so hard to implement an ITSM framework that delivers real business value? How does a Program Manager even approach this issue? Where is the checklist for implementation success?
Join Peter Hubbard, Pink Elephant EMEA, as he maps out a structured approach to successful implementation of an ITSM initiative. He will discuss the considerations of which processes should be attempted first, the importance of the toolset, and, the one underlying area that is almost always neglected but is responsible for the failure of over 60% of all ITSM implementation projects; The people who have to work in alignment with the new world. And yes…. There will even be a checklist for implementation success. Watch recording here https://www.brighttalk.com/webcast/10001/153595
Should you establish a Service Management Office (SMO) - ITSM Academy WebinarITSM Academy, Inc.
Similar to a project management office, the SMO centralizes the oversight and integration of service management processes to ensure the alignment and effective and efficient outcomes of service delivery and support. In this session, Jayne Groll will provide a practical overview of the concepts, benefits, opportunities, and threats associated with developing a SMO, regardless of an organization’s size, industry, or scope. And since a successful SMO is built on roles and responsibilities, Jayne will also share tips for identifying, combining, assigning, and managing key roles
11 Actions that will make your SIAM Programme successfulSteve Morgan
Service Integration & Management (SIAM) is a term given to IT Operating Models which cater for multi-vendor strategies. This presentation describes the 11 Actions that you must adopt to make your SIAM programme a success
Many organisations struggle to implement a successful ITSM program, with multiple attempts at the same issue being undertaken with almost clockwork like regularity every 3-4 years. But why is it so hard to implement an ITSM framework that delivers real business value? How does a Program Manager even approach this issue? Where is the checklist for implementation success?
Join Peter Hubbard, Pink Elephant EMEA, as he maps out a structured approach to successful implementation of an ITSM initiative. He will discuss the considerations of which processes should be attempted first, the importance of the toolset, and, the one underlying area that is almost always neglected but is responsible for the failure of over 60% of all ITSM implementation projects; The people who have to work in alignment with the new world. And yes…. There will even be a checklist for implementation success. Watch recording here https://www.brighttalk.com/webcast/10001/153595
Documentation Framework for IT Service DeliverySimon Denton
I developed this for a project that I am currently involved in. The project aim is to develop a documentation framework for the provision of IT as a Service. I devised the framework using the Microsoft Operations Framework as ‘glue’ between other frameworks like ITIL. I thought I’d share it as it might be useful to others who are in a similar situation. The end result is a relatively compact set of documents for each service offered by IT.
ITIL, formally an acronym for Information Technology Infrastructure Library, is a set of practices for IT service management (ITSM) that focuses on aligning IT services with the needs of business. In its current form (known as ITIL V3),
Align IT Strategy with Business StrategyMauly Chandra
Business Strategy & IT must go hand in hand. Aligning IT strategy with Business strategy enables leveraging IT for achieving strategic objectives like increase productivity, improve profitability, more"
https://www.forceintellect.com/2020/09/08/importance-aligning-it-strategy-business-strategy/
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/it-strategy-209
This is a comprehensive document on Information Technology (IT) / Management Information Systems (MIS) Strategy.
This document includes IT strategy frameworks, critical success factors, detailed project approach and organizational structure, sample deliverables, and more.
Managed IT support service Provider secure, reliable remote monitoring and management of your entire business environment and well-received Managed Support solution.
Business Relationship Management - Helping Converge the Business and IT - an ...ITSM Academy, Inc.
The Business Relationship Manager (BRM) is a relatively new role in many organizations. IT Service Management (ITSM) relates to the activities performed to deliver, operate, and control IT services. What exactly is a BRM? Is there synergy between BRMs and ITSM? This session provides an introduction to the BRM role and its role in helping converge IT and the business. This includes the importance of managing personal relationships, providing input to service portfolio management and ensuring that the IT service provider is satisfying the business needs of the customer.
Prov International - Our Service-Now ITOM Delivery CapabilitiesSonny Nnamchi (Ph.D)
ProV International , Inc (www.provintl.com) is a global IT solution provider, and a Service-now Business Partner with very strong ITOM services delivery capabilities that can assist your organization meet or exceed your ITOM tools deployment and custom integration needs using our Service-now implementation best practices. Our dedicated IT Operations Management (ITOM) team has the required knowledge (Certifications / Accreditations) and hands-on experience needed to ensure your ITOM projects is delivered successfully. This Presentation attempts to capture some of our capabilities and best practices in this regard.To learn more about how we can help you best deliver and support a new or existing ITOM tools investment, you can contact us at info@provintl.com.
Documentation Framework for IT Service DeliverySimon Denton
I developed this for a project that I am currently involved in. The project aim is to develop a documentation framework for the provision of IT as a Service. I devised the framework using the Microsoft Operations Framework as ‘glue’ between other frameworks like ITIL. I thought I’d share it as it might be useful to others who are in a similar situation. The end result is a relatively compact set of documents for each service offered by IT.
ITIL, formally an acronym for Information Technology Infrastructure Library, is a set of practices for IT service management (ITSM) that focuses on aligning IT services with the needs of business. In its current form (known as ITIL V3),
Align IT Strategy with Business StrategyMauly Chandra
Business Strategy & IT must go hand in hand. Aligning IT strategy with Business strategy enables leveraging IT for achieving strategic objectives like increase productivity, improve profitability, more"
https://www.forceintellect.com/2020/09/08/importance-aligning-it-strategy-business-strategy/
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/it-strategy-209
This is a comprehensive document on Information Technology (IT) / Management Information Systems (MIS) Strategy.
This document includes IT strategy frameworks, critical success factors, detailed project approach and organizational structure, sample deliverables, and more.
Managed IT support service Provider secure, reliable remote monitoring and management of your entire business environment and well-received Managed Support solution.
Business Relationship Management - Helping Converge the Business and IT - an ...ITSM Academy, Inc.
The Business Relationship Manager (BRM) is a relatively new role in many organizations. IT Service Management (ITSM) relates to the activities performed to deliver, operate, and control IT services. What exactly is a BRM? Is there synergy between BRMs and ITSM? This session provides an introduction to the BRM role and its role in helping converge IT and the business. This includes the importance of managing personal relationships, providing input to service portfolio management and ensuring that the IT service provider is satisfying the business needs of the customer.
Prov International - Our Service-Now ITOM Delivery CapabilitiesSonny Nnamchi (Ph.D)
ProV International , Inc (www.provintl.com) is a global IT solution provider, and a Service-now Business Partner with very strong ITOM services delivery capabilities that can assist your organization meet or exceed your ITOM tools deployment and custom integration needs using our Service-now implementation best practices. Our dedicated IT Operations Management (ITOM) team has the required knowledge (Certifications / Accreditations) and hands-on experience needed to ensure your ITOM projects is delivered successfully. This Presentation attempts to capture some of our capabilities and best practices in this regard.To learn more about how we can help you best deliver and support a new or existing ITOM tools investment, you can contact us at info@provintl.com.
Extensive experience in accounting and administrative and office management responsibilities, positive attitude, strong work ethics, detail-oriented, multi-task, customer service oriented
How First-time Project Management Office (PMO) Leaders Can Set Up PMOs – Ev...Hussain Bandukwala
Setting up a PMO is a journey! There's no single path and certainly there's no ideal way. However, certain frameworks can be applied to find the best approach to establish a PMO that your organization can adopt and benefit from.
Further, it should be recognized that a PMO Leader is a totally different role from a Program/Project Manager. It commands different responsibilities and demands distinct skillsets.
This presentation outlines the factors, frameworks, mindset, skills and personal goals that a first-time PMO Leaders should consider when starting his/her PMO journey.
Program Management Office (PMO) tools shouldn't be overly complicated or difficult to use. With PMOView, your organization can quickly mash up data sources and build custom integration points between enterprise leading products like HP PPM, ALM, and Agile Manager.
Service ,Supply chain management ,Characteristics of service,Product And Service Marketing Mix
Differences B/W Goods and Services,Classification of service,Service encounter,Service blueprint,service marketing triangle, types of marketing traingle.
APM Careers presentation,
Vince Hines,
Westminster University
14th March 2016
Project Management Specialist Project Management Recruitment, Training & Consulting company
Tools and techniques of project management are universal Typical Route to Becoming a PM - Most Project Managers start as SMEs Develop PM skills.
Recognise the skills of a Project Manager - do you have those skills?
Gain appropriate qualifications.
The Selection Process Social Media
Job Title Average Salary
Project Manager Contract Rates
Agencies related to project management jobs
Let’s connect:
APM - https://www.apm.org.uk
Google+ - https://plus.google.com/114687352375530136328
Facebook - https://www.facebook.com/AssociationForProjectManagement
Twitter - https://twitter.com/apmprojectmgmt
Linkedin company page - https://www.linkedin.com/company/association-for-project-management
Driving Business Excellence through Innovative IT Service ManagementCognizant
IT organizations need to left-shift service support activities, utilize best-of-breed technology, and adopt output- and outcome-based delivery to drive service excellence.
IT Transformation is quickly becoming one of the primary responses from Enterprises are seeking to convert IT from an Operational Asset to a Tactical and Strategic Asset.
The paper describes the methodology created by Action Research Foundation for Practical ITSM transformation
Did you know? Implementing ITSM can improve the effectiveness of IT functions by over 62%.
As there continues to be a global shift towards managing more and more data, and housing data in the cloud, many companies are looking to manage their IT budgets closer and sustaining their infrastructure operations. Many studies have provided data on how IT Operational costs eventually decrease over time, but there are still initial costs, and costs to upgrade, scale and sustain.
Until recently, most technical infrastructure components, devices, applications, etc. resided within the organization in which they served. Since the industry has moved to a more virtual model, data, technology, infrastructure services and even applications can now exist in the cloud. With that, there is a need to clearly understand exactly what is being stored in the cloud and how is it being managed.
Areas covered:
1. Understanding importance of ITSM
2. Delivering and managing IT services
3. The value of IT to the business and the service provider
4. Maintaining stability while allowing for change
5. Organizing to improve IT support operations
6. The processes underlying Service Operations
7. What to manage when interfacing with Cloud Service Providers
About Invensis Learning
Invensis Learning is a leading training and professional development solutions provider. We deliver globally-recognized training and certifications to individuals and enterprises to aid key business transformations and help to stay relevant by closing skill gaps and cultivate an environment that fosters continuous learning. We have trained 10000+ professionals over wide portfolio of training and certification courses. We are a trusted partner of many Fortune 500 companies for training and development
For more details please visit: https://www.invensislearning.com/
Assess and Eliminate Dependencies with ITSM Implementation.pdfAelum Consulting
ITSM implementation is a complete process that involves strategic planning, cross-team cooperation, and an emphasis on aligning IT services with business goals. ITSM implementation requires integrating IT services with business objectives to boost productivity and customer satisfaction. It comprises developing, delivering, managing, and updating IT services to meet business objectives. ITIL and other ITSM frameworks provide best practices for system strategy, design, transfer, functioning, and ongoing enhancement.
The IT service outsourcing governance process should not just be focused on the quality of specific services, or the contract terms and conditions. View this presentation to learn more about IT outsourcing.
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
A well-designed IT Service Delivery Model is critical to achieving success in IT management and operations. Many IT organizations focus on optimizing their technology assets -- the infrastructure and applications. However, in our experience, business value is achieved most effectively when technology assets and the IT service delivery model are integrated and work together seamlessly.
Optimizing ITSM Implementation for Business Success.pdfAelum Consulting
ITSM implementation necessitates a purposeful, methodical approach. Begin by knowing the organization's specific requirements and aligning IT services with its primary goals. Obtain executive backing to push the program and commit resources if needed. Communication is essential; ensure that all stakeholders receive straightforward and consistent communications.
Equipping IT to Deliver Faster, More Flexible Service ManagementCognizant
IT must apply new strategies and tools to the service management function, in order to address fundamental changes in how end-users consume technology and services. Here's how IT can increase service delivery speeds and user satisfaction, while delivering greater business value.
Building towards business service managementSandy Sukarto
By now, most organizations have various tools to manage their IT environment , from network fault monitoring to application performance management. Though the business service management concept of managing IT has been around for years , many are still struggling to put this into practice.
As a result, organizations are having challenges to put IT as business enablers and innovation center. Meanwhile, the IT management team are playing catching up with business dynamics, increasing cost, technology pace, security issues, and so on.
In this session, we will discuss the first set of steps towards building business service management.
Architecting for speed - how agile innovators accelerate growth through micro...3gamma
In a world where software has become the key differentiator, enterprises are forced to transform the way they build, ship and run software in order to stay in the game. Competitive pressure requires applications to be rapidly and continuously upgraded with nonstop availability, and companies that lack the capacity to experiment, innovate and get new features out quickly, will be at disadvantage.
This is driving many IT organisations to adopt the software design model known as microservices architecture, which quickly is gaining traction as a new way to think about structuring applications, and is changing the fundamentals of enterprise application management.
Architecting for speed: how agile innovators accelerate growth through micros...3gamma
In a world where software has become the key differentiator, enterprises are forced to transform the way they build, ship and run software in order to stay in the game. Adopting a microservices architecture enables organisations to not only become more agile but also to cut costs and increase stability.
A strategic view of service provider relationships: How to realise value in c...3gamma
Today’s CIOs view IT outsourcing as a strategic tool and no longer only as a means for cost-takeout. 3gamma’s research shows that a majority of IT organisations already have, or are in the process of, entering into second and third generation outsourcing deals. However, to leverage the benefits of specialised capabilities, it is crucial to nurture and manage positive and mutually beneficial relationships. To do this, IT organisations need to take a strategic view on the vendor. They need to identify selected strategic vendor relationships and invest in these to ensure operational efficiency and long-term strategic alignment.
Emerging technologies: A transformative force of the new digital economy (ide...3gamma
In the new digital economy, driven by emerging technologies transforming how business is being done, IT is moving from being a reactive cost-centre to become a proactive business partner. IT is no longer just about servers and networks – it’s about delivering customer value across multiple internal and external touch-points.
Digital innovation leadership: How to master digital transformation in the fa...3gamma
In the new digital economy, long-established ways of doing business are quickly becoming obsolete and disruption is taking place across every sector. But what separates the digital frontrunners from the laggards and how can organisations stay ahead in a digitally transformed future?
Leveraging IT to create business agility: Why leading IT organisations are re...3gamma
CIOs are under pressure. Some analysts are even predicting the end of the CIO role. In the light of digitalisation and an ever-increasing need for business agility, IT is becoming an embedded part of the business. Information technology is no longer just a utility but a deeply integrated driver of products and services within most companies. An ever-changing environment means that old assumptions on how to deliver IT services need to be revisited if the IT organisation is to remain relevant.
Embedding compliance: how to integrate sarbanes-oxley in your projects3gamma
Internal controls are incredibly important to business operations but are often seen as something abstract and separate while they in fact should be part of business as usual and all ongoing development activities. Trying to resolve and remedy a lack of internal controls as a separate, post-event activity is not only risky – it’s also expensive. Control and assurance must be based on the business risk, be in line with external rules and regulations and be built in from the start.
Embedding risk management as an integral part of the project framework is an essential and fundamental part of any project, programme or portfolio as a way of keeping costs down, benefits high, and increasing the probability of successful delivery.
Taking the right approach in project and programme management is often half the battle. Wise choices early on can set you on a course to success. However, an inappropriate choice can leave you wasting valuable time. In this white paper we use a recent project to explore the pros and cons of using agile and waterfall methodologies, and highlight the advantages that can be had from adopting an agile development approach, but supported within an overall PRINCE2 framework.
Only in fairytales are emperors told they are naked3gamma
Many organisations don’t do effective project governance. Often, conversations like this are heard up and down the corridors of our businesses: “I don’t care what the report says. I don’t care if you think that you’re going to deliver late with less functionality. That’s not going to happen. You will be on time, and it will work. Now stop wasting time in my office and go make it happen.”
Most traditional methodologies hold that a business case is something that a project manager inherits and that its responsibility sits with a sponsor, project executive or even a governance board of some sort. However the project manager can, and should, play a critical role in assessing and critiquing the business case to guard against project failure..
3gamma insights - Ideas in brief - Creating a solid foundation through cost-e...3gamma
A brief overview of 3gamma Insights: Creating a solid foundation through cost-effective risk management. A selection of thought leadership relating to risk management. It includes insights into how IT organisations and project managers should approach risk management in a cost-effective way to maintain control but also enable rapid development and flexible IT outsourcing. It includes guest point of views from Fondia Legal Services and Transcendent Group.
Agility and flexibility will be key success factors for future IT. Meeting the need for flexible delivery in an outsourced environment requires new thinking and innovative methods as traditional sourcing models are seen as too rigid and transaction oriented. This white paper explores the nature of agility and outlines methods for each step in the outsourcing process to ensure a successful and agile IT delivery.
3gamma Insights - Idea in brief - Improving flexibility in IT outsourcing by ...3gamma
A summary of "Improving flexibility in IT outsourcing by collaboration and relationsship management" from 3gamma Insights - IT outsourcing in an ever-chaning environment. It is based on the whitepaper Agile IT outsourcing written by Göran Kördel and Maria Ekberg.
3gamma Insights - Idea in brief - Managing risk in IT outsourcing3gamma
Brief summary of Understanding IT outsourcing risk: incorporating risk management in your IT sourcing strategy from 3gamma Insighs - IT outsourcing in an ever-changing environment.
http://www.3gamma.com/insight/it-outsourcing-in-an-ever-changing-environment-flexible-governance-of-outcomes-is-key-to-value-creation/understanding-it-outsourcing-risk-incorporating-risk-management-in-your-it-sourcing-strategy/
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
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2. 2
Delivering IT services efficiently and effectively while managing a multi-vendor
environment requires planning, coordination and a high degree of service
management expertise. Establishing a Service Management Office (SMO) provides the
single point of focus to achieve this.
June 2015
3. 3
Businesses are constantly striving to gain maximum value from their IT services. These services
should not only be well aligned to support the strategic direction of the business but also be modified,
added to, or made redundant as efficiently and effectively as possible. This quest for greater efficiency,
business alignment and agility in delivering change has presented the added challenge of managing
increasingly sophisticated IT supplier environments.
Consequently, many IT organisations today require an IT service management capability, which not
only ensures that IT services are fit for purpose but are also being delivered at optimal cost within a
multi-sourced environment. However, there are a number of challenges facing IT organisations that
will impact their ability to acheive this:
• Poor IT service management capability
• Managing requirements from multiple vendors
• Maintaining balance between satisfying increasing demand and meeting cost constraints
• Increased frequency of change while maintaining stable operations
• Operational and process silos hindering collaboration
• Misaligned expectations between the IT organisation and the business
This whitepaper looks at how establishing an SMO can address these challenges, what the main cata-
lysts for establishing an SMO are, and its core composition. In addition, we will highlight key consid-
erations that must be assessed before initiating an SMO implementation.
The shift from managing technology domains to a service
oriented IT delivery
Managing an IT environment as stacks of individual hardware and software components has often
led to unexpected investments, high operational costs and all too often failed IT deliveries. The asso-
ciated frustration of businesses with their IT solutions and the often negative relationship between
the business side and IT has compelled many organisations to rethink their approach to delivering
IT solutions.
As a result, many IT organisations started to define and package their solutions as services from a
business needs perspective – identifying all underpinning components, suppliers, processes, data and
functions required to deliver the expected end-user value. To support this approach, IT service man-
agement has developed as a process-based methodology to align the delivery of IT services with the
needs of the organisation that uses them. Best practice frameworks such as ITIL, CobiT and ISO20000
have been designed to assist IT organisations in establishing, managing, developing and governing IT
service management practices. Of course, these best practice frameworks need to be tailored to suit
individual organisations and situations. Within a service management framework, all processes only
have one goal: to plan for, deliver and support IT services. For companies at a stage of organisational
development where there are few or no services defined, these processes have limited value.
In order to be successful with IT service management, it is critical that the concept of service is firmly
embedded in the IT organisation. IT service management requires common processes, collabora-
tion and governance between the business, IT and increasingly external suppliers. However, a lack
of service management awareness, process expertise, coordination, integration and development
has meant that the frustration with IT persists and has even been accentuated by the move towards
multi-sourcing.
Invariably, outsourcing has meant that retained organisations are being driven by suppliers to develop
their IT service management capabilities to integrate services and enable the suppliers to deliver on
4. 4
their contractual obligations. In a direct response to issues of contractual oversight and service inte-
gration, the concept of service integration and management (SIAM) has emerged. Service integration
with multiple suppliers is one of the core capabilities of an SMO.
What is an SMO and what are its core capabilities and
responsibilities?
An SMO is a group or function accountable for defining, maintaining and managing processes, stand-
ards and services for IT service management. It provides the necessary organisational structure,
expertise, coordination and control to facilitate the implementation of IT service management process
activities and to provide the necessary focus on business goals and objectives.
Imagine a service delivery organisation as an orchestra where each musician represents a piece in the
service delivery chain – from service strategy and demand all the way through to operational support.
The SMO would then be the conductor, ensuring that each musician plays their part to perfection and
is in sync with all the other musicians to deliver music that at least meets the audiences’ expectations.
An SMO provides a central point of focus for driving efficiency and effectiveness in the delivery of IT
services through sharing common resources, process expertise and a central improvement programme
providing education, techniques and tools. For many IT organisations, an SMO offers the necessary
expertise and drive to speed up the evolution from simply managing technology domains to managing
IT services that are aligned with business services.
The focus of the SMO function is on the capabilities and supporting tools needed to define, design and
deliver IT services. The following figure illustrates the core capabilities of an SMO that are necessary
to ensure effective and efficient service delivery:
Process
Governance
ITSM
Ownership &
ExperƟse
Methods &
Templates
Process
Architecture
Supplier
IntegraƟon
ITSM Tool
Ownership
Performance
Management
& ReporƟng
[Figure 1: SMO Core Capabilities]
Each core capability plays an integral part in the performance of an SMO and all capabilities are
inter-dependent. For instance, ITSM ownership and expertise means the SMO owns and maintains
the long-term roadmap for the development and establishment of ITSM capabilities. This is depend-
ent on process architecture, which is responsible for common models, standards and collaboration
between processes. To what extent each of these capabilities is engaged depends on the size and scope
5. 5
of the SMO. How to determine the size and scope of an SMO will be discussed later in this white paper
but it is important to understand that this is not a ‘one-size-fits-all’ approach.
A fully implemented and operational SMO will have several responsibilities including:
• Ownership and accountability for IT service management
• Ensuring coordination and quality assurance of cross-functional capabilities
• Measuring performance and driving improvements in service management
• Defining and maintaining standards for IT service management
• Implementation, management and improvement of service management processes
• Ensuring that governance, legal and financial interests are met in continuous operations
• Be the escalation and management point of IT services in daily operations
• Ensuring that services are defined, that continuous service operation processes work in practice
and that vendors are managed according to defined policies
What are the main benefits of an SMO?
When advocating the creation of any function within an organisation it is imperative to understand its
purpose, objectives and benefits. Some of the key benefits of establishing an SMO include:
• Optimized cost and quality of IT services
• Reduction in overall IT risk
• Improved agility and time-to-market for new and improved services
• Better alignment between business needs and IT capabilities
• Clear escalation point for cross-functional issues
• Ensured service integration with external suppliers
• Consistency in methods, documentation and deliverables
• Facilitated and strengthened cross-functional collaboration
• Improved perception of the IT organisation within the company
The main purpose of the SMO is to take ownership of and be accountable for IT service management
delivery and performance. The objective being to optimize service delivery capabilities aligned with
business requirements and to help create an IT organisation that is perceived as professional and
value-adding by the business.
Key drivers for establishing an SMO
Although most IT organisations agree that effective and efficient IT service management is critical
in achieving a high degree of operational excellence, this is all too often not the reality. There are
many reasons as to why this may be so, all of which act as drivers for the establishment of an SMO.
For example, IT organisations with inadequate service management process quality and coverage.
Processes to manage service strategy including demand and portfolio management, as well as service
design including service level management, availability, capacity and continuity are all too often over-
looked. This invariably results in poorly designed services that do not meet customer expectations,
transitioned into operations without adequate quality or support readiness.
6. 6
Poor IT service management implementation
In spite of the development and deployment of best practice service management frameworks, many
IT organisations still struggle with establishing an effective service delivery capability. After devoting
large amounts of resources, the perception is often that not much has been delivered and that the few
processes that have been defined either have design issues or compliance is low (or both). In addi-
tion, no structure exists for continual process improvement and the effectiveness and efficiency of IT
delivery deteriorates further as the status of processes remains static despite changing circumstances.
A multitude of contributing factors lies behind this including: no understanding of business impact,
exclusive attention to process with insufficient focus on people, poor governance model, inadequate
training and skills, insufficient management buy-in, inadequate funding and no continuous improve-
ment process.
An SMO that has adequate management support, is staffed with expert ITSM process skills and is
focused on delivering value rather than only process frameworks will enable any IT organisation to
improve and develop their IT service management capabilities.
Managing requirements from multi-sourcing
While outsourcing continues to grow and the trend towards multi-sourcing with shorter contract
durations is seen as a way to deliver greater flexibility and speed in delivery, many IT organisations
are struggling with the demands of contractual oversight and service integration. This has made it
even more challenging to successfully implement IT strategies that require a set of well integrated and
managed services ranging from outsourced through internal to cloud-based services.
This has increased the need for more maturity and sophistication in IT organisations’ ways of working.
While the goal has always been to align IT services with the needs of the business at optimal cost,
multi-sourcing has added an additional layer of complexity.
Managing any outsourced environment is all about governance and oversight, establishing end-to-end
visibility, performance reporting and accountability for services delivered by suppliers. It requires an
appropriate operating model as well as common processes and resources with the requisite skill set.
All too often, application and infrastructure outsourcing projects fail to deliver and struggle during
the early periods of their contract life due to inadequate planning. For example, when designing the
composition of the retained IT organisation, not enough consideration is given to ensure it contains
the requisite skills and competence needed to govern an outsourced environment. In addition, pro-
cesses that were not considered essential, and therefore not implemented when everything was han-
dled internally, are all necessary to ensure that major suppliers are able to deliver real value rather
than simply ‘keep the lights on’. This may include service portfolio and demand management, service
level management, capacity and availability, as well as service transition processes (e.g. release and
deployment, and asset management)
The SMO should be a key consideration when planning for any significant outsourcing. It should be
designed as part of the retained organisation with the view of driving the delivery and ensuring service
integration between the IT organisation and the supplier(s) as well as between multiple suppliers.
Maintaining balance between satisfying increasing demand and meeting cost
constraints
In today’s increasingly competitive world, the ability to adjust to changes in customer demand or to
a shift in the competitive landscape have translated into greater demand for new and improved IT
services at a faster rate. This increase in demand must be balanced against cost constraints as organi-
sations strive to improve efficiency. While demand for IT services may be infinite, IT budgets are not.
8. 8
Considerations before establishing an SMO
Before establishing an SMO, there has to be a clear mandate at strategic level with support from top
IT management. Without this it will be very difficult to achieve the necessary motivation in the organ-
isation when driving such an initiative from the bottom up.
Assuming there is buy-in from top level IT management, a number of fundamental considerations
require deeper analysis before deciding on establishing the SMO. This exercise is essential in deter-
mining the size, scope and make-up of the SMO.
1. Analyse organisation
type and maturity
The type and maturity of the organisation (technology, consumer,
manufacturing) helps determine the process focus and the functional
requirements and capabilities.
• For example, a new technology start-up has a very different organisational
structure and separate process requirements than a mature manufacturing
company.
2. Analyse service
management maturity
Understanding the service management maturity of an IT organisation is
necessary to establish a baseline.
• How far has the IT organisation evolved from simply managing technology
domains to defining and managing IT services?
• The more service oriented the IT organisation is, the greater is the need for
service management processes to ensure consistent delivery and support
for its services.
3. Determine process
utilisation
Understanding process utilisation facilitates identifying process gaps and
determining the initial process scope and capability of the SMO.
• Number of processes defined and implemented
• Process maturity from a quality and compliance perspective
• Process governance with regards to coordination, control and integration
4. Review organisation’s
capability and
structure
Understanding the organisation’s capability and structure is necessary to
ensure the right SMO competence and make-up.
• Organisation’s current needs and capabilities
• Requires people with appropriate skills and level of expertise
• Will likely require some degree of organisational change
5. Evaluate IT strategy
and sourcing strategy
IT and sourcing strategies provide insight into the focus and direction of an IT
organisation and thus the focus and direction of the SMO.
• SMO is particularly relevant when parts or all of IT delivery is outsourced
• SMO ensures integration between suppliers and between IT and business
• SMO should be considered as part of the design of the retained organisation
during the planning phase of an any outsourcing project
SMO Size and Scope
The number of areas under SMO ownership and the level of responsibility needs to be carefully con-
sidered in relation to the organisation’s capability and structure, and must be ’fit for purpose’. The
following is an example of an SMO model in a multi-sourced environment:
9. 9
SMO
External Suppliers
ITSM Tools IM PM CM RM Config
Users of processes and tools
Process
Governance
Process
Architecture
Methods &
Templates
Service Mgt
System
ITSM Tool
Ownership
ITSM ExperƟse
ITSM Ownership ReporƟng• Oversee integraƟon between
IT organisaƟon and suppliers
• Ensure integraƟon of services
provided by mulƟple suppliers
• Responsible for on-boarding
and off-boarding of suppliers
• Ensures supplier compliance
and involvement in processes
• Ensures necessary ITSM tool
integraƟon to support mulƟ-
sourced environment
• Ensure alignment of IT services
with business needs
• Overall service management
ownership, management,
control and coordinaƟon
• Drive improvement in process
efficiency & effecƟveness
• Specify service management
processes to be deployed and
ensure they are followed
Align IT Services with Business capabiliƟes
Service Desk
Service Mgt
Business
Service IntegraƟon and Management (SIAM)
Processes ServicesGovernance
Figure 2: Example of an SMO in a multi-sourced environment
There is a wide range of possible SMO models, much like the range of scenarios for a PMO. When con-
sidering establishing an SMO it is wise to take a pragmatic and practical approach to ensure that the
proposed solution is not over-engineered and can easily be implemented and established. The scope
of the SMO will determine the types of roles and responsibilities and where the SMO function will fit
in the organisation (absorbed into existing functions or operating as separate unit).
The following table provides a summary of the potential size and scope of an SMO when fully imple-
mented:
Accountabilities
• Setting policies & guidelines
• Owner of ITSM processes and development, leads continual improvement
• ITSM process execution on operational level
• Assuring compliance of ITSM processes by internal and external suppliers
Responsibilities
• The main point of contact between the business and IT
• Process governance and architecture (policy, process map, strategy, models)
• Managing the service portfolio and service catalogue
• Process competence, methods, templates
• Supplier integration
• ITSM tool ownership
• Performance reporting
• Creation and maintenance of the ITSM documentation structure
10. 10
Processes
• Process coverage can include all or part of the service management lifecycle
– from service strategy through service design and service transition to
service operations
Functions
Incorporation (or not) of existing coordination and quality assurance of
services, for example:
• Service desk service management
• Service catalogue management
• Service level management
• Supplier management (integration)
• Business relationship management
To secure success, an SMO solution must match the IT organisation’s capability. It is better to start
small and evolve the SMO over time.
Example of Key Roles and Responsibilities within an SMO
• SMO Director – Head of SMO function (often process owner)
• Process Architect - Coordination and integration of processes. Adviser and expert in ITSM
• CSI Manager - Drives continual improvement towards processes and services
• Service Manager Tools - Responsible for performance and development of supporting tools
• Process Lead - Responsible for process management, development and performance
• Process Manager - Support to Process Lead. Responsible for daily process operations
• Reporting Analyst - Performance measurement
Be pragmatic and practical – there is no one-size fits all
It is essential that an IT organisation considering an SMO implementation begins by analysing certain
fundamental considerations (e.g. organisation type and maturity, and service management maturity).
The results of this analysis will, as highlighted earlier, assist in determining the size and scope of the
SMO as well as provide input for future development. At this point it may be determined that an SMO
is inappropriate given the size of the organisation or the low level of IT service management maturity.
An SMO implementation can range from:
• Large manufacturing IT organisation that delivers many IT services and manages
multiple suppliers
The SMO manages the full end-to-end service life cycle from service strategy to service oper-
ations and all associated ITSM processes. This includes responsibility for the staff performing
the service management, the service catalogue and SLAs, service level monitoring and report-
ing, and the service desk. It can also own the service desk tool, the CMDB and other tools
provided centrally to all business units needing them.
• Small consumer services start-up
An IT department with few IT services that are outsourced or in a public cloud may perform
service management activities as part of their day to day work without the need for a formal
SMO function. Instead, a virtual SMO provides assurance and expertise to functional units
such as the service desk and process coordination and assistance.
11. 11
Final Note
If delivering several IT services is your core business, an SMO will benefit your organisation – ensuring
efficiency, business alignment and agility in delivering change. This is especially true if your organ-
isation is struggling to meet service levels or other business goals and objectives while managing a
multi-vendor environment. If this is the case – you can’t afford not to have one.
About the Author
Luke Croome is a senior IT management consultant at 3gamma, with 18 years of experience from a
wide variety of leadership roles and management disciplines within IT and finance.
12. 12
ABOUT 3GAMMA
3gamma is a leading professional services firm focusing on IT management. As an independent specialist
in IT management, 3gamma provides advisory, consulting services and fact-based insights to many of the
world’s most respected companies. 3gamma operates globally from offices across the Nordics and UK.
3gamma is a knowledge firm that bases its expertise of six core capabilities:
• IT strategy and governance
• IT sourcing lifecycle
• IT legal advisory
• IT risk and assurance
• IT operational excellence
• IT project management and delivery
3gamma Insights brings leading-edge thinking at the intersection of IT and business, illuminating central
topics relevant to CIOs and decision makers.
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