advanced it-service portfolio management study 2020 · 2020. 9. 22. · advanced it -service...

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3DSE Management Consultants GmbH | |

STUDY

Advanced IT-Service Portfolio Management

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Advanced IT-Service Portfolio Management |

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Management Summary.

Study context

In the age of digitization, the number of IT-servicesto be managed in organizations is increasingheavily. Value creation and effective decisionmaking require high-class IT-Service PortfolioManagement (IT-SPM) capabilities. The studysheds light on advanced IT-SPM cross-industrybest practices, with experts and tool providerssharing valuable insights and success factors.

Key insights answering the study core questions

What are meaningful cross-industry IT service portfolio management KPIs?Valuable IT-service portfolio management KPIs are those that answer the key question: Howdoes the IT service portfolio improve the business products, services and processes? Thosequalitative and quantitative KPIs give indications on e.g. will we as a company increasebusiness value, be faster, reduce our cost, make life of our customers easier and differentiatein the market.

What are the best correlations between operational and financial KPIs? The study indicates, that there is no "one best" correlation of operational and financial KPIs.The best correlation and related informative value is strongly depending on the overallcompany and IT service portfolio strategy. In highly mature companies, IT-SPM automaticallyprovides the KPIs and correlations for effective decision making and tradeoffs. It enables real-time deep dives on relevant operational and financial data.

Which implications are derived from KPI results?Senior management uses the KPIs as a recommendation to get a better understanding of ITservice value to optimize the overall IT service portfolio in making conscious decisions basednot only on gut feeling and common sense but the best available data-set.

Which new technologies or innovations will shape future IT-SPM?Several highly mature IT-SPM users design proprietary tool solutions showing potential forfurther innovation in the IT-SPM tool market. Most frequently study participants mentionedartificial intelligence and business process automation as technologies for future IT-SPM.

Study design and participants

Based on 3DSE cross-industry experience, bestpractices on application of IT-SPM have beenderived and structured. Scoping key insights onstatus quo and latest trends in IT-SPM application,expert-interviews have been proceeded. Theparticipants come from the ranks of the marketleaders in automotive, industrial, semiconductor,chemistry, home appliance, defense and space,complemented by IT-tool, service and solutionproviders.

Management Summary

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Content.

Content

Management Summary 2

Study context and objectives 4

Study approach and design 6

Reference framework 10

Key insights 12Key insight 1: DevOps 14Key insight 2: Data quality 16Key insight 3: IT-SPM maturity 18Key insight 4: KPI variety 20Key insight 5: KPI Benchmarking 22Key insight 6: KPI perspectives 24Key insight 7: Net promoter score 26Key insight 8: Portfolio value 28Key insight 9: IT service value 30Key insight 10: Service retirement 32Key insight 11: Portfolio value at risk 34Key insight 12: Core correlations 36Key insight 13: Senior executive reporting 38Key insight 14: User experience 40Key insight 15: IT-SPM tools 43Key insight 16: Artificial Intelligence (AI) 45Key insight 17: Business process automation 47

Recommendation 49

3DSE in a nutshell 54

Contact 55

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STUDY CONTEXT AND OBJECTIVES

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Overall context and objectives of the best practice study.

Study context and objectives

What’s it all about?

In an age of digitization, the numberof IT-services to be managed in largeorganizations is increasing heavily.

Value creation and effective decisionmaking require high-class IT-SPMcapabilities.

What are we focusing on?

Most relevant portfolio management KPIs.

Revealing correlations between operational and financial KPIs.

Implications derived from KPI analysis andkey visualizations that support decisionmaking of senior executives.

Innovative dashboards for future IT-SPM.

What’s our goal?

The study sheds light on advanced IT-SPM cross-industry best practicesand their application.

IT SPM experts, stakeholder, and toolproviders share valuable insights andsuccess factors.

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STUDY APPROACH AND DESIGN

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13 IT-SPM expert interviews across ten industries were conducted and consolidated in May and June 2020.

Study approach and design

STUDY DESIGN INTERVIEW PHASE STUDY ANALYSIS

• Scoping, design, definitionof key questions, mini-study

• Contact interview-partners and appointments

• 90- to 120-minute interview per interview-partner incl. documentation

• 9 interviews with cross industrial IT-SPM users

• 4 additional interviews with IT tool providers

• Analysis of interview results

• Derivation of best practices and recommendations

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Overview of interview participants.


Business Sector Company Size (2019) Revenue (2019) Interviewee Job Title

Automotive OEM > 100.000 > € 100B Group IT – Strategy, Governance, Cyber Security,Head of Architecture, Innovation, Technology

Aeronautics, Defense & Space > 100.000 > € 100B Service Portfolio Manager, Digital Transformation and Information Management

IT-Solution Provider > 80.000 > € 25B Service Portfolio Manager

Finance & Insurance > 40.000 > € 50B Head of Technical Architecture, DevOps, and CoCx for Mobile & Cloud Application Development & EA

Industrial > 350.000 > € 80B Head of Sales & Marketing Automation

Semiconductor > 110.000 > € 50B Head of IT Service Operations

Chemicals > 100.000 > € 50B Digital Transformation Manager, Agricultural Solutions

Home Appliances > 50.000 > € 10B Global IT, Head of IT Demand Management

Electricity transmission system operator (TSO) > 5.000 > € 5B CIO – Information Management and Technology

IT-Tool Provider: > 50 (each) > € 10M (each) Managing Director and Founder Portfolio Management Responsible Founder and CEO

IT-Service Provider > 50 > € 10M Head of Business Development

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A standardized process and questionnaireguided the expert interviews.


Intro & Qualifications: Portfolio Management Context

Challenges & Outlook: Future Portfolio Management

Study Focus: Portfolio Management KPIs, Correlations and Visualizations

1.1 Experience: How many years of experience do you / your company have with IT serviceportfolio management?

1.2 How many IT services are managed in your portfolio?1.3 Which portfolio management phases are most relevant for you?1.4 How mature would you rate your service portfolio management?1.5 How many employees work in service design and operations?

3.1 What are the key challenges you are currently facing in IT service portfolio management?3.2 Which KPIs or correlations would you add to your future IT service portfolio management?3.3 What will portfolio management 2030 look like?3.4 Which role will artificial intelligence play in portfolio management?

2.1 What are the key decisions made by your senior management based upon portfolio management insights?2.2 What is from your point of view the major benefit of IT-SPM and why?2.3* What are meaningful portfolio management KPIs to support decisions within your senior management?

• Which ones do you apply and why? Which implications are derived from most relevant KPIs?2.4* What are the best correlations between operational and financial KPIs?

• Which ones do you apply and why? Which implications are derived from correlations?2.5* Which visualizations support decision making best?

• Which ones do you apply and why? Which implications are derived from key visualizations?2.6 Which tools do you use in portfolio management?

Interview session

*Interview key questions

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REFERENCE FRAMEWORK

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The "Technology Business Management Framework" serves as a reference model for classifying the maturity of IT organizations and IT-SPM.

Reference framework

Expense Center

Value Partner

Service Provider

Business Driver

CLASSIFICATION

ORGANIZATIONAL FOCUS

Availability of infrastructure

Businessvalue

delivery of tech / end-user services

delivery of IT resources

delivery of business application services

own (parts of) the business, delivery of core business capabilities

Source: Technology Business Management - The four value conversations CIOs must have with their businesses; Todd Tucker; 2016.

60%*

15%*

25%*

All interviewees deal withIT-SPM and have a clear focus onincreasing business value of IT-activities. However, they operate on different maturity levels.

*% of interview participants on certain level

• Own the technology AND the business itself:Business drivers ARE the business!

• IT-centric products /services: e.g. SaaS, PaaS, also e-commerce solutions• Understand business cost dynamics, fully transparent on costs per unit or usage• IT costs are embedded in product prizes

• Own the technology & decide on business IT consumption:Don´t own business!

• Valuable applications & know-how of core business processes and value streams• Collaborate with business, drive innovation, capabilities, market differentiation• Leading the digital agenda for their companies

• Partially own the technology & anticipate business technology needs:Defined portfolio of services and roles of owners

• Vendor-customer-relationship to businesses, mature service management• Shared services: standardized services, specified levels of cost and quality• Cost and consumption transparency, timelines and benchmarking, cost-for-

performance improvements, fixed budgets and project funding

• Maintain major elements of technology and basic services:Cost center funding (% of company revenue, headcount or baseline budget allocation)

• Lack of service orientation, focus on cost containment, efficiency, maintenance• Week connection of real business demand to internal IT resources

(tools, people, infrastructure, …)• Lack of transparency, value delivery, shape business demand, plan and govern

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KEY INSIGHTS

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• Key Insight 4: KPI variety• Key Insight 5: KPI benchmarking• Key Insight 6: KPI perspectives• Key Insight 7: Net Promoter Score • Key Insight 8: Portfolio value • Key Insight 9: IT service value• Key Insight 10: Service retirement• Key Insight 11: Portfolio value at risk• Key Insight 12: Core correlations

• Key Insight 1: DevOps• Key Insight 2: Data quality• Key Insight 3: IT-SPM maturity

• Key Insight 13: Senior executive reporting• Key Insight 14: User experience

Future Innovations and Technologies

Key insightson IT-Service

PortfolioManagement

17 key insights in four areas have beenderived from the expert interviews.

Key insights

KPIs and Correlations

Overarching Movements Implications, Reporting & Dashboards

• Key Insight 15: IT-SPM tools• Key Insight 16: Artificial Intelligence (AI)• Key Insight 17: Business process automation

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1 | DevOpsA shift from traditional waterfall to agile BizDevOps approaches across all industries is impacting the whole IT-SPM discipline.

Key insight 1: DevOps

Best-in-class.Companies providing high performance

IT-SPM capabilities have establishedBiz-DevOps for optimized business impact.

Industrial standard.Fast and iterative, incremental delivery, automated and short release cycles.Must have.

Traditional waterfall

Iterativewaterfall

Incremental and iterativeagile approach

Agile foundation and IT-DevOps methods

Agile foundation and Biz-DevOps approach

Voice of the Interviewees• "We are moving away from waterfall IT service design to a more agile DevOps approach."• "The whole industry shifts from 'plan-built-run' to more 'product-oriented business'."• "A paradigm shift from rather static and hierarchical to a more dynamic and self-organizing IT-SPM is on its way."• "The cadence in monitoring and controlling the IT service portfolio is decreasing to shorter rhythms."• "We´re empowering teams with E2E responsibilities for dedicated IT-products, they work in closest collaboration with business."

Outdated.

Planning

SPRINT 1

Planning

SPRINT 2

Planning

SPRINT 3

Planning

SPRINT 4

Planning

SPRINT 1

Planning

SPRINT 2

Planning

SPRINT 3

Planning

SPRINT 4

Planning

SPRINT 1

Planning

SPRINT 2

Planning

SPRINT 3

Planning

SPRINT 4

BIZ

DEV OPS

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1 | DevOpsA shift from traditional waterfall to agile BizDevOps approaches across all industries is impacting the whole IT-SPM discipline.

Key insight 1: DevOps

Explanatory notesAll of our interview partners mentioned a shift or transition in their working mode in IT-SPM.

As a clear consequence of changing expectations on IT, organization, speed and customer centricity companies move forward on their way from traditional ways of working towards an agile based DevOps approach.

The more dynamic the market and the more complex the environment, the higher the urgency of IT and business to develop valuable and seamless solutions in close collaboration.

Companies showing highly mature IT-SPM clearly force and drive BizDevOps approaches to maximize the business impact of IT solutions. Commitment and shared responsibilities of IT and business may be one of the most important differentiators and competitive advantages in IT-SPM today.

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2 | Data qualityThe required business process maturity for high-valueIT-SPM is partially underestimated but data-critical.

Key insight 2: Data quality

Initial

Managed

Defined

Quantitatively Managed

Optimized

Project success depends on individuals

1

2

3

4

5

Processes are very project driven and often reactive

Standardized processes across whole organization

Quantitative project and process management

Focus on continuous optimization

Planning, monitoring and control,requirements, supplier management…

Risk-, multi-project management,decision analysis and resolution…

Quantitative project mgmt.,process performance

Causal analysis and resolution, …

"IT-SPM maturity gate"

Voice of the Interviewees• "Each service has to pass a clearly defined and well documented

service design process."• "We used to have CMMI and ITIL, which is no longer available in

that basic sense. Today, the IT processes are merged and certified according to ISO 9001, including risk and project management in high maturity."

• "Low quality data aggregation generates low data quality –garbage in, garbage out."

• "An important basis for high-value portfolio management is data comparability. So, business process and data model standardization is key."

• "We train and enable employees to increase discipline in adding data to our data base systems."

• "The processes must be supported by IT-tools and solutionsto make data accessible and ensure data quality."

A certain level of process maturity is required• Only in an environment of defined processes and certain level of

process compliance, IT-SPM can take its role and responsibilityto generate value.

Source: SEI (2014). Capability Maturity Model Integration (CMMI). Carnegie Mellon University.

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2 | Data qualityThe required business process maturity for high-valueIT-SPM is partially underestimated but data-critical.

Key insight 2: Data quality

Explanatory notesAdvanced IT-SPM organizations have established a clear and mature process environment around their IT services.

Mature processes and living process compliance is a strict requirement for quality, comparability, transparency and standardization of services.

These facts become more critical since most companies avoid local IT solutions and drive worldwide standardization.

IT-SPM KPIs and correlations rely on data extracted from various sources.

Mature and standardized processes with a high level of compliance are a main lever to rise overall data quality and trustworthiness of KPIs.

Several companies have established KPIs to measure process compliance and data quality within their IT services.

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Maturity focus is mainly on IT-service design phase• Interviewees stated, that across all IT-SPM phases,

the maturity of the IT-SPM process is not very much in focus.

• Looking at specific IT-SPM phases, the survey showed that only 29% of participants apply at least a “defined” process in service design.

3 | IT-SPM maturityThe cross-industry maturity of IT-SPM is still rather low showing valuable improvement potential for KPIs, correlations and dashboards.

Key insight 3: IT-SPM maturity

IT-SPMcomplexity

Level 0: Absence • Process completely

absent and no structure defined

Level 1: Initial • Processes are ad hoc

and no standard procedures

• Issues recognized

Level 2: Repeatable • Processes with

regular pattern but standards not communicated and documented

Level 3: Defined • Process standardized

and document but not sophisticated yet

• It is left to individuals to follow procedures

Level 4: Managed • Process fully defined

and managed with clear interfaces

• Monitored and constantly improved

Level 5: Optimized• Leading practices are

followed automated• Self-contained process

of improvement• Everyday activity

Voice of the Interviewees• "We are currently in between level 3-4, but the organization is

targeting level 5, the highest maturity level."• "We are ISO 9001 certified and do apply all our processes at a

pretty mature level."• "We don´t rate ourselves against any maturity scale but I want my

people to think in maximizing process results."

29%

Increasing performance and value for the organization

Way to Automation

Manage IT-Services as a Business

Service & Account Management

Service Delivery Process Engineering

Service Operational Process Engineering

Tool Leverage

Source: ITIL

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3 | IT-SPM maturityThe cross-industry maturity of IT-SPM is still rather low showing valuable improvement potential for KPIs, correlations and dashboards.

Key insight 3: IT-SPM maturity

Explanatory notesWhen starting the study the team expected the ITIL framework and associated maturity levels to be very present in IT-SPM.

However, the study revealed, that ITIL is present in all companies - but basically none of the interview participants is considering the ITIL maturity levels.

ITIL and other IT centered frameworks provide valuable working basics but, with a clear shift of IT-SPM scope on business value, they are not considered being of high value.

Several of the interviewees pointed out, that there seems to be no relation between ITIL maturity level and rising IT service business value.

IT-SPM leaders and CIOs want their people to focus on results and added value instead of wasting time and energy on reaching higher ITIL levels.

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DOMAIN

Integration CustomerShorten time to marketLower # of incidents per business servicePatch management for all systemsDeliver changes according to planningImplementation workplace strategyCustomer satisfaction (end users)Customer satisfaction (business users)…

ImprovementsData centre strategy and insourcingImprovement plansProductivity improvement…

FinancialOPEX realisationIT expenses…

PersonnelLow sickness rateMinimize open vacanciesOptimize mixture of internal / external staff…

OperationalAvailability of IT services (all)Availability of value stream plansRetained organisation…

RiskSecurity risks…

Exemplary KPI-list: TSOExemplary Dashboard: Automotive OEM

4 | KPI varietyThere is a broad variety and no cross-industry consensus on which KPIs are key for IT-SPM.

Key insight 4: KPI variety

Applied KPIs by interviewees

Quality

Customer

Resources

Financials

Standardization

Productivity

% of Interviewees using KPI

Show my budget only

ACHITECTURE Open Full Details

ACTIVE APPLICATIONS

Total 27

Steering & Functional 21

Functional 6

W/O Documentation Errors W/ Documentation Errors

OPERATIONS Open Full Details

SOLUTION TIME ACHIEVEMENT

Incidents % 96%

EMERGENCY CHANGES

Changes % 16%

RISKS Open Full Details

RISKS BY SEVERITY LEVEL

Total Risks 16 Low 1

Medium 2

High 3

Very High 4

Substantial 6

IT BUDGET Cost Center: XYZ

Own Products Foreign Products Initiatives

BUSINESS BUDGET Project Number: XYZ

Target

Plan Actuals Assigned0 k€

5,000 k€

10,000 k€

15,000 k€


Target


5,000 k€

10,000 k€

15,000 k€

20,000 k€

WORKFORCE Open Full Details

IT HEADCOUNT

Budget Headcount Total 20,2

Budget Headcount Domain Level 2,4



BUSINESS HEADCOUNT

SECURITY Open Full Details

INFORMATION CLASSIFICATION

ICL Available 25 Highest Protection 2

Special Protection 4

Basic Protection 11

Not Approved* 8

No ICL* 2

FINANCIAL Open Full Details

CONFORMITY STATEMENT LEVEL

CS Available 17 Compliant 5

Not Compliant /Risk Managed 5

Not Compliant* 7

No CS* 10

VALIDATION

Pentests Available 17 Up To Date 7

Out OF Date* 10

Not Available* 10

* Need for Action

Total Applications 27

Compliant 5 19%

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4 | KPI varietyThere is a broad variety and no cross-industry consensus on which KPIs are key for IT-SPM.

Key insight 4: KPI variety

Explanatory notesThe question of key performance indicators in relation to IT-SPM results in a wide range of KPIs covering perspectives like financials, risks and operational performance.

Nevertheless, the specific key performance indicators of a company can be very individual and further varies depending on service phases.

In parallel to this, a strong dependency on specific service goals, portfolio strategy or company business strategy becomes apparent when talking to the interview partners.

Companies set their own individual priorities.

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5 | KPI BenchmarkingThe application of KPIs that can be benchmarked within and across industries increases.

Key insight 5: KPI Benchmarking

Four Key Metrics(ThoughtWorks)

Categorized DevOps benchmarks showing

development teams delivery performance

Various standardized assessment methods are applied for company and industry internal as well as cross-industry benchmarking.

Voice of the Interviewees• "We must become more courageous to measure ourselves and

also against others."• "Looking beyond our own nose is becoming increasingly

important for us."• "Where do we stand in comparison to others, and, more

importantly, what can we learn from them?"

IT Excellence Benchmark (CIO)

Service of IT department is benchmarked by users

Source: State of DevOps Report 2019Source: CIO.de

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5 | KPI BenchmarkingThe application of KPIs that can be benchmarked within and across industries increases.

Key insight 5: KPI Benchmarking

Explanatory notesIn early IT-SPM maturity levels (independent from ITIL stages), companies are facing the challenge of identifying their major KPIs for reporting and steering of service portfolio.

Companies must do their individual internal homework first.

With rising maturity and evolution, portfolio management leaders have a growing demand on benchmarking their own activities inside the company (internal users) and to others, even cross-industrial.

For the purpose of comparing one's own performance with others, independent measurement criteria and benchmarks have been created for which an increasing application rate can be observed.

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* Top KPI which is used by at least 3 interviewees

6 | KPI perspectivesFor a holistic view on IT-SPM four perspectives are key: customer, strategy, DevOps and risk.

Key insight 6: KPI perspectives

Voice of the Interviewees• "Without IT-SPM customer

satisfaction would not be achieved."

• "Improving our services means to know how they are used."

Risk:What services have to be monitored more closely?

DevOps:Are our services developed and operated efficiently?

Customer:Are our customers satisfied with our service-offering?

Strategy:Do our services deliver the expected business value?

Most used KPIs• Net Promoter Score*• Voice of the Customer*• Renewal Rate• 5-star rating• Usage rate• …

Voice of the Interviewees• "We make most of our

decisions with respect to efficiency."

Most used KPIs• Operation cost*• Incident resolve time*• Number of defect*• Support call volume*• Team velocity• …

Voice of the Interviewees• "By using IT-SPM we want to

figure out what products are strategically relevant."

• "We are able to allocate resources strategically."

Most used KPIs• Return on Investment*• Service revenue• Scalability• …

Voice of the Interviewees• "Value at risk is one of our key

KPIs to consider e.g. fines for contract breaches"

Most used KPIs• Value at risk*• Likelihood of occurrence• Critical down time• …

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6 | KPI perspectivesFor a holistic view on IT-SPM four perspectives are key: customer, strategy, DevOps and risk.

Key insight 6: KPI perspectives

Explanatory notesIT-SPM has several dimensions that need to be balanced (tradeoffs) for an optimized performance.

While processing the interviews, four major perspectives have been derived.

Customer centricity and satisfaction is most important as an external view and major feedback instrument on service offerings.

In parallel companies work hard on their internal delivery and operational performance – expressed by DevOps-view and KPIs.

Closely related to that are the various aspects of risk management, internally and externally.

The strategic perspective is required to adjust the portfolio on future demand or market trends.

Especially for value driven IT-SPM organization the perspective of portfolio strategy is strongly linked to the expected business value of running or future services.

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7 | Net promoter scoreThe net promoter score is the dominant KPI for monitoring customer satisfaction.

Key insight 7: Net promoter score

Multiple ways of monitoring customer satisfaction• All interviewees agree on the fact that KPIs expressing customer

satisfaction are highly important for IT-SPM.• The way customer satisfaction is monitored varies across

interviewed companies.• Net Promoter Score is the dominant KPI for the customer

perspective.

Interviewed companies using the KPI

Voice of the Interviewees• "The key KPI from a customer perspective is net promoter score."• "Without IT-SPM customer satisfaction would not be achieved."• "We want to keep up customer satisfaction to achieve a high

renewal rate of our services."

Customer Satisfaction Dashboard

Number of customer feedbacks

num

ber

month

Net Promoter Score

per

cent

age

month

14%

29%

71%

86%

Renewal Rate

Usage Rate

Voice of the Customer

Net Promoter Score

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7 | Net promoter scoreThe net promoter score is the dominant KPI for monitoring customer satisfaction.

Key insight 7: Net promoter score

Explanatory notesIn key insight 6 the view on customer centricity and satisfaction has been identified as one of the major IT-SPM perspectives.

When asking for the most important customer satisfaction KPI, interviewees mainly mentioned the net promoter score (NPS).

Two major reasons have been derived: For most of the companies, "promotion" is much stronger than "just" satisfaction.

A promotion means: "Yes, this IT service really made my life easier and I like my colleagues to have a similar experience."

A second fact is that in most of the companies IT-SPM and service standardization is still in implementation.

Recommendation and forwarding to other colleagues simply means further distribution and standardization of services and rising control of the IT landscape (IT-managed services) and their usage.

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Voice of the Interviewees• "As a quick reaction to Corona, IT-SPM helped to decide which IT services to handle with

highest priority based on value, e.g. video-conferencing and SCM."• "We target a shift from central IT service and platform management to business impact and

differentiating IT services for our future products."• "Each IT service supports a business process, e.g. new products, partnerships, etc."• "My major challenge as a CIO is to get in proper dialog with business and their role in IT

services – they must take their responsibility and focus on delivery of their staff." • "We are able to give prize tags to some services but rating the whole portfolio is far more

complex."• "The content of communication between IT / IT-service provider and IT consumer (business)

changes from service availability to business efficiency and value."• "In our dashboards we scope to show the value of services independent from the structure

of the organization – organizational capabilities will last longer."

8 | Portfolio valueSenior executive and business expectations clearly shift from basic "IT-availability" to "business value of the IT-service portfolio".

Key insight 8: Portfolio value

Bookends of business value according to interview participants:• For all interview participants, business value is a major guideline. However, the value

definition of a service or IT-portfolio, is quite individual, ranging from "have a basic service available" up to "a clear service revenue per user or transaction".

Expense Center

Value Partner

Service Provider

Business Driver

CLASSIFICATION

ORGANIZATIONAL FOCUS

Availability ofinfrastructure

Businessvalue

delivery of tech / end-user services

delivery ofIT resources

delivery of business application services

own (parts of) the business, delivery of core business capabilities

"Contribution to business value"was reported to be the north star of IT-SPM in all interviews!

Source: Technology Business Management - The Four valueconversations CIOs must have with their businesses; Todd Tucker; 2016.

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8 | Portfolio valueSenior executive and business expectations clearly shiftfrom basic "IT-availability" to "business value of the IT-service portfolio".

Key insight 8: Portfolio value

Explanatory notesPortfolio value could easily be the subtitle of the whole IT-SPM topic, since value or ‘contribution to business value’ is the north star of nearly all IT-SPM activities.

In our interviews we found all companies growing out of their role of (just) delivering IT resources into the role of value enabler or creator.

However the concept of ‘value’ is interpreted very individually from service to service and also from business to business.

That may be one major reason why all of our interviewees targeting ‘value’ but non is currently able to transfer portfolio value into hard figures.

However it seems to be common sense, that value is defined mainly by business outcomes, and there is a shared responsibility for IT and business to collaborate on creating and harvesting the value.

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9 | IT service valueThe business value of the IT service is defined viathe products or capabilities a service is contributing to.

Key insight 9: IT service value

Section

Service Volume(Size %)

Gross Costs

(Size %)Headcount

(Size %)

Savings(Completion

in %)

GER 105,1 6,7 47,4 5,5

USA 26,4 1,7 9,9 8,0

IND 3,9 0,2 7,3 6,7

Example business value benchmarkedby savings of IT service providers

Voice of the Interviewees• "Calculating the business value of an IT-service is the most

important but at the same time the most difficult part."

• "Market analysis are broken down to industries. Industriesprioritize the contributing services. Services are assigned tocertain capabilities. Capabilities value is calculated by abusiness case."

• "All IT service ideas are assessed with respect to businessimpact by experts and prioritized across functions like R&D,sales, marketing as well as regional business units"

• "We are clear about the money we spend on services and operating cost, but do not create a revenue of services,since we are an expense center."

• "Prizing and revenue of services is vital for our business –each service is benchmarked frequently against it´s initialbest-case and worst-case scenario."

Business value based on Return On Investment (ROI):• ROI is the most frequently used KPI to estimate the

business value of a new service and to drive investment decisions

• Continuous tracking of ROI achievement is mainlynot established during service life-cycle

• Service innovations: 40% of the interviewees allow experimental service development. The ROI, if it can be proven at all, can possibly be achieved over a longer period of time

86%

86% of theinterviewees

activelyuse ROI

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Common frameworks for business value calculation*:• ITIL, COBIT, Microsoft Operations Framework (MOF), Technology Business Management (TBM), …

9 | IT service valueThe business value of the IT service is defined viathe products or capabilities a service is contributing to.

Key insight 9: IT service value

*Source: https://www.bmc.com/blogs/itsm-frameworks-popular/

Explanatory notesAs shown in Key Insight 8, the value concept plays an extraordinary role in all companies interviewed.

The value of a specific IT service is assessed differently depending on whether it is an internally provided service or offered externally.

For internal services, value is usually derived from a value contribution (faster, cheaper, higher value) to a process, product or new capability of the company.

For new services, a business case containing a planned return on investment (ROI) is usually created before project initiation – but often there is no real tracking and validation of the ROI afterwards.

In contrast, external services usually show a much clearer value, sometimes even a sales price per time period or per use.

The prerequisite for this is a high level of transparency of the costs of service creation and service operation compared to the income that the service generates. Business driver IT-SPM companies have established the tracking of service business value in real time.

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Missing phase and metric for service retirement

10 | Service retirement Service retirement is critical for a lean service portfoliobut a blind spot of most IT related frameworks.

Key insight 10: Service retirement

Code

Deploy

Operate

Voice of the Interviewees• "A lean and standardized service portfolio can only be created,

if we are able to spot and retire valueless services." • "We continuously check: what is the usage of a service or feature –

how many active users do we have?"• "In case of cost pressure we make end-of-life decisions across

all IT-services."• "IT-products with less than 10 users and outdated platforms

are retired."• "Service retirement is a fundamental part of portfolio management."

What companies can do: Set specific guidelines …• by creating transparency on cost of services• by creating transparency on usage frequency of services• by creating transparency on business criticality of services• by creating transparency on business value• by creating transparency on variants, e.g. global/user group specific• by evaluating service / feature alternatives collaboratively

Source: 3DSE Digital Twin Whitepaper, Technology Business Management, ITIL

Less than one hour

99.9x %

0 - 15 %

Less than one day

DevOps Key Metrics Elite Team Performance

On demand

Lead time for changes

Mean time to restore

Availability

Change failure rate

Deployment frequency

Source: Accelerate: State of DevOps Report 2019

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10 | Service retirement Service retirement is critical for a lean service portfoliobut a blind spot of most IT related frameworks.

Key insight 10: Service retirement

Explanatory notesFor most of the interview participants, a lean IT portfolio is a key indicator of successful IT-SPM.

To keep the portfolio lean, however, it must also be possible to retire services in a targeted manner –unfortunately, the element "retirement" is missing in many IT-relevant frameworks.

There is no clear metric available since service retirement can depend on very different and individual company factors. Every company must find its own way here.

What all service retirement initiatives have in common, however, is that they require close cooperation between IT and business in order to lead the change and offer alternative services to cover business needs.

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11 | Portfolio value at riskCompanies with highly mature service portfolio management consider risk as a key KPI across all services.

Key insight 11: Portfolio value at risk

Voice of the Interviewees• "We consequently assess IT security risks via checklists, e.g. new

technologies, legislative changes, etc."• "Value at risk is one of our key KPIs to consider for example fines

for contract breaches."• "Risks are considered in IT-service development but not yet across

the whole portfolio."• "The service portfolio is optimized e.g. based on overall portfolio risk."

Risk management depends on IT contribution to company value• Depending on the contribution of IT to the overall company’s

business value, risk is managed in varying levels of sophistication.• Aggregation of interview quotes mapped to business value

contribution:

IT as a Business Driver• Risk is assessed continuously throughout

service design and service operation • All new and existing services are included• Definition of value at risk by including internal

criticality or relevance for customers / users• Applied for continuous portfolio optimization

IT as an Expense Center• Risk is assessed once in “service design

phase”• Not the whole portfolio is considered• Primary allied to investigate the impact if

development fails in design phase

IT contribution to overall

company’s business valueRisk Portfolio

4

8

2

1

5

3

7

0

10

20

30

40

0% 20% 40% 60% 80% 100%

Imp

act

(M€)

Likelihood

CriticalThresholds

Task Force

Provision needed

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11 | Portfolio value at riskCompanies with highly mature service portfolio management consider risk as a key KPI across all services.

Key insight 11: Portfolio value at risk

Explanatory notesFor mature companies, the issue of 'risk' is considered throughout all phases of the service lifecycle.

However, the content of risk management is different in each phase from initial development, transfer, operations and retirement.

Risk is tracked by various KPIs, what is a main challenge for continuous and E2E risk tracking.

Common sense of the interview partners is, that individual services can be handled well regarding risks, and this is usually one of the main tasks of the responsible service manager.

However, there are major challenges in transferring the practices from one single service to a comprehensive view on risk of the entire service portfolio.

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Correlation Appl. Rate Description

Portfolio Value: Return on Invest (ROI)

Key figure for measuring the return on an entrepre-neurial activity, measured by the success correlated to the capital employed for the "IT service design".

Portfolio Value: Value at Risk (VaR)

Value-at-Risk (VaR) is a general measure of risk deve-loped to equate risk across products or services and to aggregate risk on a portfolio basis for "IT service design".

Operational Stability: Major outages

Number of "major outages" correlated to incidents (categories: critical, high, medium, low) over a given period in time.

Availability: SLA breaches

SLA breaches are the amount of tickets correlated to breaches of Service Level Agreement (SLA) conditions for "running IT services."

Reliability: Failure rate of revenuecritical services

Failure rate of revenue critical "running IT services" services correlated to company revenue.

Portfolio Value: Cost of Delay (CoD)

Cost of Delay (CoD) is a way of communicating the impact of time correlated to the outcomes we hope to achieve in "IT service design".

Robustness: Predictability measure

The predictability measure is the actual business value achieved correlated to planned business value within "IT service design".

Portfolio Value: Scenario analysis

Scenario analysis uses operational parameters correlated to financial KPIs for "IT service design".

12 | Core correlationsROI is the most frequently applied correlation, followed by value at risk, major outages, SLA breaches and failure rate of revenue critical services.

Key insight 12: Core correlations

Voice of the Interviewees• "The correlation major outages is directly reported to our CEO.

Average cost of delay and average cost of outages are veryvaluable for manufacturing."

• "We use three core correlations: business growth, efficiency,and maturity."

• "One of our most important correlations is the evaluation whether we manage to complete our orders in time. Here we correlate the existing order volume to the required skills, capacities, and the customer timeline."

• "Correlations can only work, if top management KPIs refer directlyto subsequent KPIs. If there is a break in the KPI-chain, steeringis not possible - the entire chain must be integrated acrossall levels."

• "We typically correlate available capacity, skill level, and timelinesfor optimal allocation of resources."

• "We have established a specific model of service reference codes -each service and activity related to a service is referenced by this code in SAP. By doing so we can create transparency linked to services not to IT labor costs."

86%

60%

60%

60%

40%

60%

20%

40%

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12 | Core correlationsROI is the most frequently applied correlation, followed by value at risk, major outages, SLA breaches and failure rate of revenue critical services.

Key insight 12: Core correlations

Explanatory notesThe interviews show quite clearly that companies avoid to differentiate between KPI and correlation.

More important than the definition of a term is the meaningfulness of a value or / and the underlying message.

In our understanding, correlation refers mainly to the relationship between financial and operational KPIs.

This understanding in mind, return on investment (ROI) was the most commonly used indicator.

Important in the context of correlations is the understanding of pure "reporting key figures" versus real "control variables" – however, each company needs to identify these individually.

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Best practice drill down dashboard at automotive OEM

detailed drill-down

data of origin

13 | Senior executive reportingA combination of traffic light and drill-down suits short attention span in senior executive reporting best.

Key insight 13: Senior executive reporting

Dashboard design rules derived from interviews:• Visual cues: Visual cues such as traffic lights focus the user's

attention to topics were a decision must be made.• Limited number of information: On the top layer a limited number

of topics should be presented. Interviewees recommend to display not more than four different kinds of information.

• Limited number of drill down layers: The number of potentialdrill-down levels should be limited. Best practice is to utilize only2 - 4 layers before getting redirected to the data of origin.

Voice of the Interviewees• "For senior management traffic light is still the major visualization."• "A red traffic light is one of many possible access points, since digital

continuity provides traceability and seamless data browsing."• "Our senior executives have a rather short span of attention and

thereby need to understand the most crucial information fast."• "For senior executive reporting we use a score card with traffic lights

assigned to ‘business imperatives’ as a starting point, and key services per ‘business imperative’ with service specific KPIs one layer below. On top-level we show maximum four topics witha seamless drill-down to other hierarchy levels."

Name Status Time (since)Product Development Capabilities 16.06.2020; 10:32:28

Automated / Autonomous Mobility 18.06.2020; 11:17:46Electrical / Electronic Design 18.06.2020; 14:03:51PDM (Product data management) 18.06.2020; 15:16:21Parts and Integration 23.06.2020; 16:01:04Industrial Engineering 23.06.2020; 16:17:32Requirements Management 02.07.2020; 17:45:38Project Management 02.07.2020; 18:13:26

Multi project management 05.07.2020; 10:12:08Integration 07.07.2020; 09:26:48Targets & Requirements 08.07.2020; 17:04:40

Mechanical Design, V&V 08.07.2020; 12:14:24… 12.07.2020; 16:33:18

IT-Service Catalogue

DOMAIN

Integration Show my budget only


ACTIVE APPLICATIONS

Total 27Steering & Functional 21

Functional 6




Incidents % 96%

EMERGENCY CHANGES

Changes % 16%




Medium 2

High 3

Very High 4

Substantial 6

Source: Interview Automotive OEM

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13 | Senior executive reportingA combination of traffic light and drill-down suits shortattention span in senior executive reporting best.

Key insight 13: Senior executive reporting

Explanatory notesThe evaluation of all interviews showed that different management roles and responsible persons require different levels of detail in the key figures.

The key figures must be presented in such a sufficient and simple way that decisions (tradeoffs) are made possible, but on the other hand, entry points for more in-depth analysis are also possible.

This challenge is mainly solved by applying a layer concept on KPI visualization.

Generally, senior management prefers few KPIs or contexts (e.g. relation or status of strategic goals) and their presentation in a quickly understandable format, e.g. as a traffic light or speedometer.

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The most powerful KPI is the one tailored to its user• Even though executives are familiar with dealing with bare figures it

is more powerful to utilize user specific units. This makes changes and their impacts more tangible.

14 | User experienceFor an acceptable usability senior executives must be able to experience the KPIs in real time.

Key insight 14: User experience

Examples of interactive and customizable dashboards

Voice of the Interviewees• "The most crucial aspect is to make data actionable."• "Each group of stakeholders needs their tailored reports focused,

aggregated, easy to capture, and dynamic."• "All KPI dashboards are presented live in senior executive meetings

to present the freshest data including deep dives like up-to-date customer data in the US."

Automotive OEM executives want to know the number of cars lost due to system downtime.

Global plant managers wantto know which of the sitesperforms worst.

500Units lost

Scenario PlanningMore details on Scenario

Planning can be found on the next page

Dashboard Customization

In order to adapt a dashboard to specific

user needs elements can be added and arranged

freely

37% 5.9%$3,272K $519K

Revenue Mix

20202019

Inventory Assets

Gross profit EBITDA

Revenue YoY

2020:$8.84M

Scenario Planning

An interactive timeline enables showing the impact of project changes on relevant portfolio management KPIs

ROI – Return on investment

Inn. – Innovation

Sust. – Sustainability

Del. – Delay

i

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Scenario Planning

An interactive timeline enables showing the impact of project changes on relevant portfolio management KPIs

ROI – Return on investment

Inn. – Innovation

Sust. – Sustainability

Del. – Delay

i

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Explanatory notesIn addition to the availability and powerful visualization of KPIs, ‘experienceability’ and usability in particular is a key success criterion for mature IT-SPM organizations.

KPIs should be visualized simple, intuitive and flexible, but at the same time allow control and decision-making. The benchmark here is often the smartphone.

Despite the small display size, the decision-maker should quickly reach the appropriate level of detail of the required information and always work with reliable data.

The tool providers solve this challenge by enabling scenario analyses, implementing gamification approaches or by enabling users to quickly drag and drop individual dashboards.

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15 | IT-SPM toolsA holistic and best in class IT-SPM will not be enabled by one single tool or tool provider.

Key insight 15: IT-SPM tools

Voice of the Interviewees• "Most likely there will not be one single tool for the entire IT service

portfolio management process."• "We will keep all our tools in operations but need to link them

seamlessly."• "Each respective tool can create a local optimum based on its

unique focus; however the optimum must be achieved holistically."• "We use several tools for IT service portfolio management, e.g. Jira,

data lakes in MS Azure, AWS or dashboards based on Dundas BI or Tableau."

• "Our portfolio management is manly done by a macro-based and semi-automated Excel solution."

• "For management of our services we rely on BMC remedy, ServiceNow and Tableau for reporting and dashboarding."

• "Our tool experience started with Planisware, we than switched to an Excel solution, which is still in use today, extended by some AWS reporting services for cloud applications."

• "Non of the commercial IT-SPM tools does fit our needs, they have too many limitations on the level of KPI aggregation. We now have a dedicated team creating our own customized solution and are very happy with that."

• "Beside some commercial applications we use Excel and create web applications on our multi-dimensional databases."

Mainly mentioned tools:• Excel / Own customized solutions (e.g. web clients)• Amazon Web Services (AWS) for cloud computing• Service Now• Microsoft Azure• Tableau / Exploratory / Dundas BI / MS Power BI• Planisware / BMC remedy

IT layer concept integrating various tools on the application layer

Dashboards

Services

Applications

Data Sources

Tools

DOMAIN

Integration Show my budget only


ACTIVE APPLICATIONS

Total 27

Steering & Functional 21

Functional 6




Incidents % 96%

EMERGENCY CHANGES

Changes % 16%




Medium 2

High 3

Very High 4

Substantial 6

IT BUDGET Cost Center: XYZ


BUSINESS BUDGET Project Number: XYZ

Target


5,000 k€

10,000 k€

15,000 k€


Target


5,000 k€

10,000 k€

15,000 k€

20,000 k€

WORKFORCE Open Full Details

IT HEADCOUNT





BUSINESS HEADCOUNT

SECURITY Open Full Details

INFORMATION CLASSIFICATION

ICL Available 25 Highest Protection 2

Special Protection 4

Basic Protection 11

Not Approved* 8

No ICL* 2

FINANCIAL Open Full Details

CONFORMITY STATEMENT LEVEL

CS Available 17 Compliant 5

Not Compliant /Risk Managed 5

Not Compliant* 7

No CS* 10

VALIDATION

Pentests Available 17 Up To Date 7

Out OF Date* 10

Not Available* 10

* Need for Action

Total Applications 27

Compliant 5 19%

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15 | IT-SPM toolsA holistic and best in class IT-SPM will not be enabled by one single tool or tool provider.

Key insight 15: IT-SPM tools

Explanatory notesThe findings of our interviews can be summarized as follows: 'The more basic the IT-SPM, the more Excel-driven – the more advanced the IT-SPM, the more individual the solution'.

It is common sense that not one single tool will cover the entire range of IT-SPM requirements.It is rather a matter of cleverly orchestrating different tools with different strengths.

Leading organizations are clearly heading in the direction of a global optimum and away from local (tool) optima.

New aspects are currently rising very strongly through cloud service providers, e.g. Amazon Web Services.

These services often already bring their own solution bricks with them, which must be advantageously integrated into the overall IT-SPM concept.

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16 | Artificial Intelligence (AI)AI will play a major role in service and KPI management in the near future.

Key insight 16: Artificial Intelligence (AI)

Hype Cycle for Artificial Intelligence

AI has the power to change the business• All mature companies mentioned AI as a future core capability but

also as a complexity driver.• AI is not visible in IT-SPM across all industries yet, but may become

a key feature in maintenance, predictability and pattern analytics.• AI will be integrated in future products of all kinds and will impact

the data (external data integration) and services of an organization.

Voice of the Interviewees• "We apply enhanced analytics based on AI, natural language

processing, and prediction."• "AI will definitely play a role in service operations e.g. to predict

incidents, or service stability."• "AI is an important aspect in new business models, systems self

healing, neuronal networks, and machine learning."• "AI is a topic for us, as well as robotics and automation, also there

will be more intelligent bots in the future."• "As we focus even more on a rising number of end customers,

intelligent algorithms will be very decisive."• "We have AI and machine learning in operation today, e.g. for

handling and forwarding incoming calls in call centers."

Exp

ecta

tions

Time

Innovation Trigger

Peak of Inflated

ExpectationsTrough of

DisillusionmentSlope of

EnlightenmentPlateau of

Productivity

AI Marketplaces

AI Governance

DecisionIntelligence

AI CloudServices

DataLabelingandAnnotationServices

AI DeveloperToolkits

IntelligentApplications

Conversational User Interfaces

Chatbots

Machine Learning

Robotic ProcessAutomation Software

Virtual Assistants

InsightEngines

Speech Recognition

According to: Gartner, 2019

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16 | Artificial Intelligence (AI)AI will play a major role in service and KPI management in the near future.

Key insight 16: Artificial Intelligence (AI)

Explanatory notesArtificial intelligence is impatiently expected by almost all interviewees; at the same time there are high hopes and expectations.

However, apart from a few simple applications (e.g. call-center bots), little AI-power is currently in use.

The future is seen in two aspects in particular: predictability and pattern recognition.

Major expectations also arise from the increasing need of external data integration.

AI is expected to take a major role in managing the frequency and huge amount, as well as making it much easier to check the relevance and consistency of incoming data.

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Business process automation best practices

17 | Business process automationAutomation means innovation – business process knowledge and ITs digital skills need to automate and innovate together along the value streams.

Key insight 17: Business process automation

Service Operation Value StreamWhat companies should do• get transparent on processes and business value streams• get transparent on data flow and data management –

manage the interfaces• involve, empower and train your people • start small, build trust and scale up based on success• communicate and build an organizational learning culture• be aware that automation is required to become autonomous

Voice of the Interviewees• "Data is spread across different locations, consolidation is tedious, and

time-consuming – we require automized data flows ... end to end."• "Everything must be automated: mapping data sources as

automatically as possible is key."• "Automation will enable much faster processes and reduce human

caused issues drastically."• "Due to the much stronger focus on the end customer, we will have

to learn how to integrate and use more and more external data in the future."

• "Process automation is more about people as it is about tools –people need to share their data instead of protecting their silos."

RightTool

Clear Hierarchy

Well-definedGoals

EmployeeInvolvement

BackupPlan

UserTraining

RightProcess Continuous

Improvement

Service Design Value Stream

Source: According to Scaled Agile Framework and "The Robotic Process Automation Handbook: A Guide to Implementing RPA Systems", Taulli, 2020

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17 | Business process automationAutomation means innovation – business process knowledge and ITs digital skills need to automate and innovate together along the value streams.

Key insight 17: Business process automation

Explanatory notesThe idea of automation is synonymous with standardization, speed, error reduction and differentiation in the market.

The basic prerequisites are continuous process and data chains. To achieve it, IT and business must know the internal value streams and initiate targeted use cases to close existing gaps.

Some value streams may be completely rethought due to digitalization.

The main challenges on the way to process automation are transparency of the processes and data landscape within the company, authorization and data access and especially the required cultural change in the organization.

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On the way to an advanced IT-SPM various dimensionshave to be improved continuously over time.

Recommendation

tExpense Center

Value Partner

Service Provider

Business Driver

IT-SPM MATURITY

Own (parts of) the business,delivery of core business capabilitiesDelivery of tech / end-user services Delivery of business application servicesAvailability of IT infrastructure

PORTFOLIO STRATEGYStrategic Alignment & Scoping | Vision & Roadmap | Business Capabilities | Business Value | KPIs & Correlations

IT-TECHNOLOGYIT-SPM Tools / Solutions | User Experience | Dashboards | Cloud Services | Automation | Artificial Intelligence

PROCESS & WORKING MODELITIL | CMMI | Lean, Agile & DevOps | Business-DevOps | Standardization| Project & Risk Management

ORGANISATIONEmpowered IT & Business Teams | End-to-End Responsibility | New Roles | Service Levels

CULTURELean & Agile Mindset | Leadership |Systems Thinking | Customer Centricity & Value

Business value

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Recommendations for each dimension have been derived. However, customized application is key – there is no ‘one-fits-all’ solution.

Portfolio Strategy

IT-Technology

Process & Working Model

Culture

Organization

Recommendation

o Identify IT-SPM status quo, trends and upcoming (or expected) business capabilities.o Set up individual IT-service portfolio strategy and roadmap align with company digital strategy and prioritize business objectives.o Understand decision making process of KPI-users (executive users) and identify and establish major reporting and steering (leading) KPIs/correlations.o Become value partner of the business: Think in terms of value and investigate in digital business opportunities and business models.

o Create transparency on IT structure, IT cost structure and IT consumption: identify cost drivers, consumption of services, services variants, customizing, …o Open up the "catalogue": create visibility and transparency on IT-SPM: Which services are available? Which user groups? Who is in charge?o Think in terms of user experience, promotion and enthusiastic customers – use agile and DevOps techniques for continuous value delivery.o Become value partner of the business: enable tradeoffs, maximize performance, implement scalability and IT-security, rise efficiency and automation.

o Drive process maturity, standardization and data quality.o Start small (demo cases and prioritization) and scale on demand.o Establish End-to-End responsibilities: e.g. empowered teams, service managers, business relationship managers, agile roles.o Become partner of the business: link IT and business in cross-functional teams and set up strategic team incentives.

o Structure your IT-Service portfolio backbone, e.g. service-clusters, IT-product structure, business capabilities structure, …o Gain transparency on organizational structures, responsibilities, processes and working model.o Establish agile budgeting and resource-planning while fostering BizDevOps and close IT-to-business collaboration.o Organize around value: Understand business value chains and their potential for automation.

o Communicate, Communicate, Communicate (!) and create awareness on importance of IT-SPM in a "Digital Enterprise".o Balance process compliance with innovation and intrapreneurship: actively create opportunities for conversation and exchange.o Grow with your internal and external partners: establish digital leadership, empowerment, digital learning culture, inspect and adapt.o Force customer centricity and create frequent 360° feedback loops: to business, to customer, to developer, to services, …

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How to get started.

Recommendation

IT-SPMDiagnosis

IT Service Portfolio Value

IT-SPMVision

IT-SPM Vision Implementation Preparation

1

Analyze maturity of IT-service portfolio management

• IT-service portfolio• IT-SPM process & working

model • IT-SPM organization• IT technology / tools• Culture (e.g. service mindset)

2

Determine as-is business value of IT service portfolio

• Service ideas & concepts• Service design projects• Operational services• Internal / external services• Enabling / customer services• Value calculation methods

3

Define vision and identify optimization potential in

IT-service portfolio

• IT-SPM strategy alignment• IT SPM target picture• Oysters, pearls, and bread-

and-butter IT service design projects

• IT services to be retired

Optimize IT-service portfolio

• Select pilot IT service design projects for optimization

• Implementation master plan• Implementation team• Working model• Release plan

4

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3DSE in a nutshell.

• 3DSE is the leading management consultancy in Innovation and R&D• Our mission is the measurable improvement of R&D organizations

We drive the digital transformation of R&D and generate return on innovation

Our Mission

• Automotive, Transportation, Aerospace, Defense, Industrial Machinery, Health Tech and Medical Devices, Electronics & Consumer Goods, Energy & Chemicals

• Big Corporations and large "Mittelstand"• Tech and innovation driven companies

Our Clients

Our USPs

• 40+ Consultants (incl. partner network)• Offices in Munich, Linz and Vienna• 19 years successful in market, 600+ projects and 60+ loyal clients• Long term and continuous customer engagements / relations

Our Facts

• Integrating outstanding expertise in Innovation / R&D with Management and Transformation skills• Sustainable change through ready-to-use concepts and actually leading the change• Leveraging cross-industry best practices for tailor-made solutions• Consulting approach: systems thinking, expert- and behavioral driven, agile

3DSE Management Consultants GmbH

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Get in touch: We are ready to lead you intothe future of IT-Service Portfolio Management.

Dr. Thilo PfletschingerPartner

[email protected]

+49 (152) 54 69 39 08

Andreas LindnerSenior Consultant

[email protected]

+49 (151) 44 06 82 84

Contact

mailto:[email protected]


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ABOUT US3DSE Management Consultants GmbH will bring your projects to completion even faster. 3DSE offers a portfolio ofprofessional consulting services, optimizes project processes and develops innovative strategies. 3DSE therebyincreases performance on the way to innovation and contributes to controlling inevitable risks and maximizing success.

3DSE Management Consultants GmbHSeidlstraße 18a80335 Munich, Germany

Phone: +49 89 2060 298-20E-Mail: [email protected]

Study LeadDr. Thilo Pfletschinger

Study TeamAndreas LindnerMarius Johr

Responsible for content pursuant to Article 6 of the German Telemedia ActDr. Armin Schulz, 3DSE Management Consultants GmbH

© 2020 3DSE Management Consultants GmbHPublications and copies, even partial, only with manufacturers permission.


https://www.3dse.de/en/

advanced it-service portfolio management study 2020 · 2020. 9. 22. · advanced it -service...

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