service catalogue presentation
DESCRIPTION
Barclay Rae, Independent Management Consultant, VMUG, UK, LEEDSTRANSCRIPT
Barclay Rae
Service Catalogue + SLM
7 Steps to deliver and demonstrate value
2
Consulting, Mentoring + Troubleshooting
Media + Research
400+ consulting projects since 1994 www.itsmtv.co.uk www.barclayrae.com
Agenda
Background
SLAs
SLM
Service Catalogue concepts
Delivering and Demonstrating Value
BACKGROUND
The Word on the Street ‘Service Catalogue drives your people. It is a key mechanism in cultural change, the foundation of customer relationship, and a pivotal tool for organising effort.’ Rob England ‘Without a service catalog, your public, private, or hybrid cloud is just a fog bank.’ Frank Bucalo Senior Architect, IT Service ‘Service Catalogs are the cornerstone of service delivery and automation, and the starting point for any company interested in saving money and improving relationships with the business.’ Forrester Research ‘The Service Catalog has also proven to be a critical success factor for the transformation to a Service Management culture. Recognizing that the real value the IT organization provides to “the business” is not about offering servers or routers or workstations, it is about offering integrated technology solutions that optimize critical business processes.’ David M. Colburn, United States Army
Facts & Figures 64% of IT Executives felt that they were 'unable to provide the business with quantifiable metrics demonstrating the value of IT services and assets.’ Axios Systems Survey 2009
Only 17% of finance executives agreed with the statement "Our investments in IT are delivering business value." Gartner & IBM survey of 456 senior business executives
96% of respondents identified solid executive sponsorship as either “Very Important” or “Somewhat Important” to the success of their Service Catalog project. EMA Service Catalog Survey 2008 95% of survey respondents ranked detailed requirements as “very important” or “somewhat important” to the success of their Service Catalog project and 92% ranked a detailed project plan similarly. EMA Service Catalog Survey 2008
What Do We Mean By Services? Analogy: The Airline Business
Large amount of technology, resources, skills and knowledge deployed to get passengers from A to B, safely and on time.
As passengers, our focal point of the service is the flight and skill of the pilots.
However every component has a part to play in the success of the service:
The flight may land on time but delays with baggage result in passengers being late.
‘SERVICE’
‘A bundle of activities (IT, people and process) combined to
provide a business outcome
What Metrics do we produce? First Time fix
First Contact Resolution
Response time
Turnaround Time
Abandon Rate
Average Time to Answer
Average Call duration
What Metrics do we produce? First Time fix
First Contact Resolution
Response time
Turnaround Time
Abandon Rate
Average Time to Answer
Average Call duration
System Availability
Server Availability
Application Availability
System response time
No. of incidents
No. of requests
No. of changes
SLA performance
o All the 9s…
o Volumes
o IT Processes
o ‘SLA’ performance
o IT Systems performance
What Metrics do we produce?
Service Expectations
Too much information
IT Services – VFM?
System, not service, reporting
SLAs
SLAs are a waste of time?
Service Level Agreements
What do you mean?
Patronising
Irrelevant
Inappropriate
IT and system-focussed
Over-engineered
Under-estimated
Un-measureable
Un-actionable
Not measured or acted upon
Generally untroubled by use
Generally just about what IT thinks it does
Usually annoying to non-IT people…
The SLA small print…
– ICT accepts no responsibility whatsoever at any time for anything it might or might not do..
– The person of the first party shall be ICT, pending approval from the ICT Steering committee. In respect of the second party this should be the user community as appropriate. 3rd parties are not allowed, unless these include free alcohol.
– SLA performance is not guaranteed, but is expected to reach 60% of 90% of the agreed target, except when the DBAs and Network team are on a bender.
– The Service Desk will accept calls from users if they really feel like it They also reserve the right to ask unreasonable questions about serial numbers, otherwise all contact is invalid.
– IT reserve the right to send meaningless automated emails to users at any time.
– Query response times are expected to be sub-second, unless there is excessive run-time load from QRG tables on the JTAG server in X/DOPP. XSPART nodes are enabled for elves, except under BS/0906688, including abusive calls to the monkfish database.
– IT will respond in a timely manner to high-priority business incidents, if they are asked very nicely indeed and also made to feel very special and important.
– System availability will be 100% when not required, patchy at key business times, which are not agreed or understood.
– All requests will be ignored until they are chased up by users or their angry PAs.
– Requests for PCs will be delivered within 6 months or at least before the requester leaves the organisation – or whichever is most convenient for the IT department.
– Users are responsible for care and maintenance of their own PCs – if not they will be subject to abuse and humiliation from young geeky guys with no socials skills and who don’t have any other sort of life and couldn’t get a girlfriend.
– This SLA document is binding and any breach of the aforementioned conditions will result in immediate dismissal and summary execution.
– This SLA will be filed for reference and stored in the private folder D://unused/garbage, marked ‘Do not read’. In the event of it being read it will become invalid.
– Issues or complaints should be escalated to the least responsible person available, and will be ignored.
Why are SLAs like this?
SLAs are often started without services being defined or understood.
There is often little understanding of how to build and negotiate
services and SLAs.
In effect the services are also being defined as well as the SLAs –
perhaps unwittingly.
7 Simple Tips for Successful SLAs
How do you make your SLAs successful…?
1. Start with Services – understand what current
services are provided and what needs to be designed
for improvement.
2. Ask the business what they want…
…or what they think their services are
3. Use simple and appropriate language
4. Keep the SLA realistic and achievable
5. Only set up an SLA that can be measured
6. Keep them short and concise…
…otherwise no one will read them.
7. Keep smiling…!
SLM
CUSTOMERS
What IT services
are key to you?
Key people
Key systems
Key departments
Key times/targets
When do you need them?
How quickly do you need them
restored?
What support information do you
need?
What reviews do you need?
IT SERVICE PROVIDER
What IT services
do you provide?
Infrastructure
Networks
Applications
Service/Help Desk
Procurement
Projects
What are your resource levels?
3rd party contracts?
What levels of service can you
provide?
SLM PROJECT
Planning
Workshops
Negotiation
Facilitation
Documentation
Build Service Catalog
Set up reporting
Set up review mechanisms
Plan full
implementation
Ongoing support as needed
Elements:
User Request Catalogue
For the IT end-user
Self-service request fulfillment
Similar to online shopping experience
Business Service Catalogue View
For the business customer
In business terms
Specific non-IT information
Business SLAs
Technical Service Catalogue View
For the IT provider
Technical and supply-chain details
Component level service data
OLA and Underpinning Contracts
Service Catalogue Elements
Service Catalogue Elements
Delivering and Demonstrating Value
Key Questions
• Do we deliver what our customers need via our
services?
• Can we demonstrate this?
• Would our customers agree?
Moments of truth
• A customer can log on to the website and buy CDs and DVDs
• Doctors and medical staff access records when needed
• Sales staff get information when they need it to help sell products to customers
• Till and EPOS systems area available to checkout staff.
• Logistics teams get the information they need to distribute goods to stores
• Online and communications systems are available to process financial
transactions between organisations
• Call centre systems are available and responsive to staff when customers call in
• Systems are available for access to mobile and broadcast communications
networks
• A system user can access their applications when they need to work
• Support is available, helpful and effective when needed
Overall metrics
Net Promoter
Score
Customer
Satisfaction
Sales
Service
Treasury
Service
HR Service
Service
Desk
Logistics
Budget
Overall
IT QOS
1. Feasibility
2. Workshops
3. Customer Liaison
4. IT Liaison
5. Service Design
6. Documentation
7. Implementation
Implementation – it is essential to get the right people with the right
skills and approach involved – much of this work is business
negotiation and liaison (albeit with technical understanding). It is
therefore not advisable to have junior or overly-technical people
involved apart from for reference on technical issues.
Strong governance and on-going maintenance is essential to ensure
that services remain current and relevant.
STRATEGY
DESIGN
IMPLEMENTATION
IT Liaison / Negotiation - liaise and negotiate with IT – keep the focus
on the business needs (diplomacy required..)
Service Design - what are the service and offerings, how do they
integrate with each other and other ITSM processes. What governance
processes are needed to maintain them?
Documentation – keep it simple and clear. Don’t let this be driven by
technical focus.
Feasibility - work out what benefits will be achievable at what cost – be
clear and realistic on expectations.
Workshops – these are essential to get people together and moving
forward quickly. Get everyone together and at the same level of
understanding.
Customer liaison / negotiation - talk to customers and users and get
their input in their own words.
YOU ? SERVICE CATALOG 7-Step ROUTE MAP
1. Feasibility
2. Workshops
3. Customer Liaison
STRATEGY
Feasibility - work out what benefits will be achievable at
what cost – be clear and realistic on expectations.
Workshops – these are essential to get people together
and moving forward quickly. Get everyone together and at
the same level of understanding.
Customer liaison / negotiation - talk to customers and
users and get their input in their own words.
High-Level Services List SERVICE FUNCTION CUSTOMER USERS IT DELIVERY
Name of the service
What does this do? i.e.
provides mobile comms,
makes payments, receives orders, delivers training
The ultimate
business customer –
who pays for the service and agrees the SLA
Who are the users,
which
departments, how many users are there
This is how IT delivers
this service – support
teams, 3rd parties, owners, which part of
the infrastructure are required
43
Term Definition Current use
Service
Service Offering
Service Catalog
(SC)
SC User
Request Portal
SC Business
View
SC Technical
View
Service Entity
Service Portfolio
SLA
OLA
44
Term Definition Current use
Service A bundle of activities (IT, people and process) combined to provide a
business outcome
Service Offering A specific task offered as part of a service ( e.g.
create/change/remove/retire)
Service Catalog
(SC)
A framework of services (+ offerings)provided as a multi-level set of
information, including:
Catalog of Services
SC User
Request Portal
Front end user-friendly interface for users to get information and
fulfillment of services and offerings (e.g. like Amazon)
Service Catalog
SC Business
View
Outputs intended for business customers/users. Identifying service
performance, supply and demand etc. (e.g. reports + scorecards)
SC Technical
View
Technical and organizational information to support the IS/IT
organization in delivering the services and offerings (e.g. technical +
process documentation)
Service Entity Features/values recorded as part of the service
(e.g. owner, customer, components, SLA)
Service Portfolio The lifecycle management of Services from pipeline through to
retiral. ‘Service Catalog’ is the live service status.
Service Offering (?)
SLA Written target for service performance and delivery agreed with
customer
OLA Internal SLA to define inter-departmental responsibilities required to
meet customer SLAs
4. IT Liaison
5. Service Design
6. Documentation
DESIGN
IT Liaison / Negotiation - liaise and negotiate with IT –
keep the focus on the business needs (diplomacy
required..)
Service Design - what are the service and offerings, how
do they integrate with each other and other ITSM
processes. What governance processes are needed to
maintain them?
Documentation – keep it simple and clear. Don’t let this be
driven by technical focus.
YU ?
Service Attributes • Description
• Business Area
• Customer
• Users
• SLA
• Service Type
• IT Delivery
• Criticality
• Customer Resp.
• Sourcing Model
• Contingency/DR
• Portfolio Status
• Service Owner
• Cost/Price
Service Catalog Hierarchy
Service Catalog Hierarchy – Non-IT
Service Catalog Hierarchy – Non-IT
7. Implementation
Implementation – it is essential to get the right people
with the right skills and approach involved – much of
this work is business negotiation and liaison (albeit with
technical understanding). It is therefore not advisable to
have junior or overly-technical people involved apart
from for reference on technical issues.
Strong governance and on-going maintenance is
essential to ensure that services remain current and
relevant.
IMPLEMENTATION
What are the challenges?
• Developing business/non-IT skills • Commercial negotiation • Marketing + communications • Moving to ‘supply chain’ management
• Overcoming resistance – from IT • Inertia and lack of momentum • Old IT/ITIL thinking ‘Walk the walk’ with our customers
52
Thank you for listening… For more information: [email protected] @barclayrae www.barclayrae.com www.itsmtv.co.uk
Service Catalog Views
54
New Starter
Telephone ComputerMobile
Working
Printer
ServicesApplications
Telephone
Services
Desktop
Telephone
Mobile
Phone
Web
Services
Peripherals
Desktop PC
Laptop PC
Conferencing
Home
Working
Email off Net
Touchscreen
Mobility
Printer
Central
Printing
HR
Applications
Finance
Applications
Self Service
Fix
Service Desk
Security &
Access
Control
Hosting
Storage
IT
Development
IT Projects
Office
Applications
Help &
SupportProfessional
IT Services
IT Training
IT
Consultancy
Services
More
Applications
System
Hosting &
Security
Sub-Services
Offerings ĞProvide Move Recover Leaving Configure Refresh Transfer Amend
IT Service
Delivery
Remove /
Close
Employee
Change
Services
Additional
ServicesUser Portal Lev 1
Lev 2
55
Business View
Services with
Charge
Complaints
&
Suggestions
SLA
Performance
Demand
Management
Business
Resilience
Individual
Services &
Charge
Team
Services &
Charge
Organisation
Charge
Summary
Complaint
Trends
Trends from
Questions
Suggestions
Logged
RAG Trend Report
SLA
Descriptions
How SLA is
Measured
Business
Staffing
Predictions
Project to
Service
Prediction
Resilience
Categories
Explained
Resilience
Categories to
Applications
Portfolio
Briefing
Monthly
Budget
Balance
Initiatives
Described
Links to
Policy
Portfolio
Development
Budget
Balance
IT Process
Manual
High Level
Mid Level
Screens
CSI Initiatives
Compliments
Posted
Links to
Detail
Project
Staffing
Prediction
Section 1.3
Sub Screens
BAU Demand
Resilience
Detail
56
Technical View
Capacity
Guidance
Business
Resilience
Technical
Disaster
Events
Preparation
Performance
Support SLA
Translation
Business to
Technical
Project to
Service
Prediction
Hosting
Capacity
Design
Current
Consumption
Preparation
Remote DR
Host & email
RAG Trend
Report
SLA
Descriptions
Resilience
Categories
Explained
Resilience
Categories to
Applications
Processing
by
Application
Event
WarningHot Spots
Mid Level
Configuration
Detail CSI
Programme
IT Process
Manual
Initiative
DescribedHigh Level
Screens
Event
Management
Impact &
Root Cause
Links to
Policy
Component
Consumption
Balance
People
Capacity
How SLA is
Measured
Sub Screens
Resilience
Detail
Section 1.2
level 2 -5
Technical
Translation
Project to
Staffing
Prediction
BAU Demand
Operational
Measures
Configuration
Items
Hot Spot
Detail
Hardware
Discovered
Detail
Event Log
Log Search
& Export
Programme
Read
Search &
Export for
Reporting
Links to
Detail
Section 1.4