critical success factors for moving from a technology focus to an it services company

© 2016 ServiceNow All Rights ReservedConfidential © 2016 ServiceNow All Rights ReservedConfidential

Critical Success Factors ForMoving From a Technology to an IT Services Company

Troy DuMoulin David FleshVP, Research & Development Sr. Director, IT Service ManagementPink ElephantServiceNow

© 2016 ServiceNow All Rights Reserved 2Confidential

Getting the Full Picture


Three Architectures of a Service Organization

Service Architecture

Technical Architecture


Services vs. Systems?

IT SystemIT Service

“A service is a means of delivering value to customers by facilitating outcomes customers want to achieve without the

ownership of specific costs and risks.” - ITIL


Business Service Architecture

Capabilities & Resources

ProductServiceProcess

Customer Facing BU

Troy Needs To Order A

CheckbookCapabilities & Resources

Checkbook Online Banking Order To Cash


Direct Services



Supporting Services


Login Account Online Banking SDLC

Server Hosting Server Build


Facilities



HR


Support Process


IT Services Example

• Messaging• File/Print• Office Productivity• Desktop Services• ERP Services• Trading Applications• Voice/Data LAN

Technology Services

• Architecture and Engineering• Security• IT Support • Project Management Services• Procurement Services• Application Development Services

Professional Services


Product Versus a Service• Products are a tangible aspect of a service but not its totality:

– Quality?– Price?– Post-sale support?– Options?

• A product can be created and stored prior to use, provisioning of service occurs only when there is a consumer present

Services have a varied mix of product and service components


Modeling and Managing Service Outcomes

ServiceOrdering

Ordering System

Order Fulfillment

Pizza Delivered

Data-base

Franchise

Business Units

Point-of-Sale

User

Service

Supporting IT Service

Customer Facing IT Service

SLA

OLA

SLA

Contract

System

SalesProd

Admin Logistics


Three Architectures of a Services Organization

Process Architecture


Transition Planning

- Change- R + DM- SACM- T + Validation- Evaluation- Knowledge

Strategy Management

- Demand- Portfolio- Finance

FactoryStore Front Delivery & Support

BRM

Catalog

Request Fulfilment

Service Desk

Incident Mgmt.

Application & Infrastructure Maintenance

Design Coordination

- Security- Availability- Capacity- IT SCM- Supplier- CAT & SLM

Project Portfolio

Operations- Event- Incident- Request- Problem- Access

Business Services

Application LayerInfrastructure Layer

Data Layer

Professional Services

Data CenterEnvironment

NetworkFacilities

Technical Services

CSI

Lessons Learned

Charter

InitializePlan/Build

ImplementStabilize

http://www.google.ca/url?sa=i&source=images&cd=&cad=rja&docid=K82ea8uf5heZLM&tbnid=AfuHk8vl_xuzlM:&ved=0CAgQjRwwAA&url=http://www.clker.com/clipart-forklift-1.html&ei=3V-OUq_QF-mwyQHusYGgCg&psig=AFQjCNGMavZ1GB-TaRK4p4M-MLQqKv8TmQ&ust=1385148765444722


Three Architectures of a Services Organization

Service Architecture

Process Architecture

Technical Architecture

Accountability

Accountability

Acc

ount

abili

tyA

ccountability

Leadership

Leadership

LeadershipLead

ersh

ip


Service Organization Structure and Roles


ITSM Roles and Customer Engagement

Service Owner

Business Relationship Manager

MonthlyServiceReport

toBU Mgr.

Customer

Business Application

Services

Infrastructure/ Technical Services

Professional ServicesSe

rvic

e Ca

talo

g

ServiceManager

ServicePortoflio Process

Owner

Service InformationAnd Requests

Product /System Managers

Service CatalogManager

Service Level ManagementProcess Owner

SupportingService Owners


Service Owners and BRM Roles in Portfolio

CSIExisting

New Tech.New Market

Net New CustomerDemand

BRM

ServiceOwner

Filte

r

Valv

eProjectPortfolio

Service Portfolio

Risk?$?

Value?Compliance? Funded &

Prioritized Projects

Existing Capacity

Externalize

?


Process Consistency

Business Applications

Managed Services Supplier

ProcessInfrastructure

A primary consideration of process implementation is consistency of practice across the scope of the IT

organization

Inconsistent or Redundant Processes =


Distributed Process Ownership

CIO

ServiceCenter

LAN &Desktop Applications Telecomm DBA

Incident Release ConfigurationProblem

Change


Centralized Process Ownership

Process Path

Process Owners?

SLM ManagerChange ManagerProblem Manager

Service Mgmt.

Service Desk2nd Level3rd LevelDesk Top Sup.

IS Support

OperatorsI/O Mgmt.DBAs

IS Operations

SW Dev

Development

EngineersIT Planning

Infrastructure

CIO

Process Management

Functional Management


Scaled and Federated Process Ownership

Org 3Org 2Org 1External

Process Owner: Has overall organizational process accountability and may as well have specific accountability for their own group or region

Process Manager: Has process accountability for their specific functional group or region and is accountable to the Process Owner for organizational compliance

Process Owner

Sponsor

ITSM Executive

ITSM Governance

ProcessOwner

Coordinator

ProcessManager

ProcessManager


The Service Management Office

ITSM Process Owners? Business Process & Service Improvement

Service ManagementOffice

Service DeskDesktop

End User Services

Operators

IT Operations

SW Dev

Applications

EngineersInfo SecCyber.

IT Planning

CIO

Process & Service Management

Technical/Functional Management

Training & Communication Coordination

Network

NOCAdministrators

ITSM Governance

Service Level Management Continual Service Improvement Management

SAMITAM

The goal of the SMO is to effectively support and enable the delivery of IT services and processes. To achieve this the SMO provides an enterprise level service oversight, advisory and CSI function. The purpose of the SMO is to instantiate IT service management practices in alignment with business needs and industry best practices.


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