Service Catalogue + SLM

Transcription

1 Service Catalogue + SLM 7 Steps to deliver and demonstrate value Barclay Rae

2 Consulting, Mentoring + Troubleshooting Media + Research 400+ consulting projects since

3 Agenda Background SLAs SLM Service Catalogue concepts Delivering and Demonstrating Value

4 BACKGROUND

5 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

6 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 % 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

7 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.

8 SERVICE A bundle of activities (IT, people and process) combined to provide a business outcome

9 What Metrics do we produce? First Time fix First Contact Resolution Response time Turnaround Time Abandon Rate Average Time to Answer Average Call duration

10 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

11 What Metrics do we produce? o All the 9s o Volumes o IT Processes o SLA performance o IT Systems performance

12 Service Expectations

13 Too much information

14 IT Services VFM?

15 System, not service, reporting

16 SLAs

17 SLAs are a waste of time?

18 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

19 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. 3 rd 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 s 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/ , 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.

20 Why are SLAs like this?

21 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.

22 7 Simple Tips for Successful SLAs

23 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.

24 2. Ask the business what they want or what they think their services are

25 3. Use simple and appropriate language

26 4. Keep the SLA realistic and achievable

27 5. Only set up an SLA that can be measured

28 6. Keep them short and concise otherwise no one will read them.

29 7. Keep smiling!

30 SLM

31 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? SLM PROJECT Planning Workshops Negotiation Facilitation Documentation Build Service Catalog Set up reporting Set up review mechanisms Plan full implementation Ongoing support as needed 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?

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34 Service Catalogue Elements 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

35 Service Catalogue Elements

36 Delivering and Demonstrating Value

37 Key Questions Do we deliver what our customers need via our services? Can we demonstrate this? Would our customers agree?

38 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

39 Overall metrics Customer Satisfaction Net Promoter Score Overall IT QOS Sales Service Treasury Service HR Service Service Desk Logistics Budget

40 STRATEGY 1. Feasibility 2. Workshops 3. Customer Liaison SERVICE CATALOG 7-Step ROUTE MAP 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? DESIGN 4. IT Liaison 5. Service Design 6. Documentation IMPLEMENTATION 7. 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. 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.

41 STRATEGY 1. Feasibility 2. Workshops 3. Customer Liaison 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.

42 High-Level Services List SERVICE FUNCTION CUSTOMER USERS IT DELIVERY What does this do? i.e. The ultimate Who are the users, provides mobile comms, business customer which makes payments, receives who pays for the departments, how orders, delivers training service and agrees many users are the SLA there Name of the service This is how IT delivers this service support teams, 3 rd parties, owners, which part of the infrastructure are required

43 Service Term Definition Current use Service Offering Service Catalog (SC) SC User Request Portal SC Business View SC Technical View Service Entity Service Portfolio SLA OLA 43

44 Service Term Definition Current use Service Offering Service Catalog (SC) SC User Request Portal SC Business View A bundle of activities (IT, people and process) combined to provide a business outcome A specific task offered as part of a service ( e.g. create/change/remove/retire) A framework of services (+ offerings)provided as a multi-level set of information, including: Front end user-friendly interface for users to get information and fulfillment of services and offerings (e.g. like Amazon) Outputs intended for business customers/users. Identifying service performance, supply and demand etc. (e.g. reports + scorecards) Catalog of Services Service Catalog SC Technical View Service Entity Service Portfolio SLA OLA Technical and organizational information to support the IS/IT organization in delivering the services and offerings (e.g. technical + process documentation) Features/values recorded as part of the service (e.g. owner, customer, components, SLA) The lifecycle management of Services from pipeline through to retiral. Service Catalog is the live service status. Written target for service performance and delivery agreed with customer Internal SLA to define inter-departmental responsibilities required to meet customer SLAs Service Offering (?) 44

45 YU? DESIGN 4. IT Liaison 5. Service Design 6. Documentation 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.

46 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

47 Service Catalog Hierarchy

48 Service Catalog Hierarchy Non-IT

49 Service Catalog Hierarchy Non-IT

50 IMPLEMENTATION 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.

51 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

53 Service Catalog Views

54 Remove / User Portal Change Additional New Starter Close Lev 1 Services Services Employee Telephone Computer Mobile Working Printer Services Applications Help & Support System Hosting & Security Professional IT Services Lev 2 Telephone Services Conferencing Printer HR Applications Self Service Fix Hosting IT Training Desktop Telephone Web Services Home Working Central Printing Finance Applications Service Desk Storage IT Consultancy Mobile Phone Peripherals off Net Office Applications Security & Access Control IT Development Desktop PC Touchscreen Mobility More Applications IT Projects Laptop PC Services IT Service Delivery Sub-Services Offerings ĞProvide Move Recover Leaving Configure Refresh Transfer Amend 54

55 Section 1.3 Business View Services with Charge Complaints & Suggestions SLA Performance Demand Management Business Resilience Portfolio Development CSI Initiatives Budget Balance IT Process Manual Individual Services & Charge Complaint Trends RAG Trend Report Business Staffing Predictions Resilience Categories to Applications Portfolio Briefing Initiatives Described Monthly Budget Balance High Level Team Services & Charge Trends from Questions SLA Descriptions Project to Service Prediction Resilience Categories Explained Mid Level Organisation Charge Summary Suggestions Logged How SLA is Measured Project Staffing Prediction Resilience Detail Links to Policy Compliments Posted BAU Demand Screens Links to Detail Sub Screens 55

56 Section 1.4 Technical View Capacity Guidance Business Resilience Technical Disaster Events Preparation Performance Support SLA Translation Business to Technical Configuration Detail Event Management CSI Programme IT Process Manual Project to Service Prediction Resilience Categories to Applications Preparation RAG Trend Report Section 1.2 level 2-5 Hot Spots Event Warning Initiative Described High Level Project to Staffing Prediction Resilience Categories Explained Remote DR Host & SLA Descriptions Technical Translation Hot Spot Detail Event Log Programme Read Mid Level BAU Demand Resilience Detail How SLA is Measured Processing by Application Log Search & Export Search & Export for Reporting Links to Policy Hosting Capacity Design Impact & Root Cause Operational Measures Configuration Items Links to Detail Current Consumption Component Consumption Balance People Capacity Hardware Discovered Detail Screens Sub Screens 56