SESSION 401 Thursday, November 2, 10:15am - 11:15am Track: The Strategist

Transcription

1 SESSION 401 Thursday, November 2, 10:15am - 11:15am Track: The Strategist Is the SMO Still ITSM's Best-Kept Secret? Phyllis Drucker Senior Consultant, Linium phyllis.drucker@linium.com Session Description Many organizations are still waiting to adopt formal governance for their service implementation, leading to scattered efforts with limited success. Particularly as service expands beyond IT, the service office (SMO) is critical. This session offers practical guidance on how and when to establish a SMO, its place in moving service beyond IT and into the enterprise, and how critical it is when an ITSM tool moves beyond IT. You ll walk away with a governance roadmap to help your organization mature enterprise service. Speaker Background The author of Service Management Online: Building a Successful Service Request Catalog, Phyllis Drucker is an ITIL Expert and industry leader with more than twenty years of experience as a service practitioner. As a senior business process consultant for Linium, she provides strategic advice and consulting services on tool implementations. Before joining Linium, Phyllis led the ITIL and PMO implementations at AutoNation, the largest dealership group in the US. Since then, Phyllis has taken her experience to numerous organizations through writing, speaking, training and consulting, helping practitioners grow their skills and knowledge.

2 The Service Management Office: ITIL s Best Kept Secret? Meet Today s Presenter: Phyllis Drucker Senior Consultant, Linium Phyllis can be reached by at: phyllis.drucker@linium.com or MSITSM

3 Before we begin Do you have a formal program for your ITSM Initiative? Who governs direction for service? Who governs roles & responsibilities? Who governs development Session Overview What is Governance? The importance of a formal program Introducing the SMO What the SMO can do for you Establishing an SMO SMO Roadmap Wrap up and Questions

4 You may need a governance program if Project sponsors cannot agree on priorities Management initiatives start and stop or change direction regularly Changes proposed to enterprise service tool conflict with one another or step on other groups ability to use the tool Resources are uncertain about the direction of their efforts, priorities STOP STOP STOP STOP Governance Controls Chaos Before After Conflicting priorities Stops and starts Lack of direction Resource uncertainty Clear program Established plan Long term direction Empowered staff

5 Governance Defined Governance Defined Governance SMO PMO According to ITIL Single overarching area that ties IT and the business together Defines common directions, policies and rules used to conduct business According to ITIL Coordinates process and functions that manage the provider s services Generally Responsible for vision and strategy of services within an organization Generally A strategic body ensuring projects alignment to business goals At an operational level, provides oversight in project delivery (on time/ budget) ITIL is a (registered) Trade Mark of AXELOS Limited. All rights reserved.

6 Governance Structure & Processes Strategy for services IT Steering Committee Service Management Office Strategy for services Financial (services) Business Relationship Business Relationship Management Enterprise Services Project Management Office Service portfolio Demand The Service Management Office and the Enterprise It is an emerging approach to managing all aspects of services in an organization A centralized function that services all business units (not just IT, as traditionally done) Focused on proactively growing and improving services Typically a smaller group of individuals who set policy and standards, evaluate potential projects, maintain a holistic view of services, and train and coach service practitioners in the business: develop the organization s target operating model Responsible for the Vision and Strategy of services within an organization A trusted advisor for all service aspects and the leader of an overall service program

7 In Short The Service Management Office is responsible for coordinating activities such that all services and processes are managed and operated effectively; essentially bringing the service activities together across the organization.

8 What is the vision for your Service Management initiative? Have you defined measurable goals and objectives for it? Is your organization ready?

9 Has your program been communicated? Adopted? Establishing an SMO Vision Governance Processes Tools Service Delivery Setting a long-term effort in place requires establishing a vision and then ensuring all of the foundational items you need are in place before you start

10 Establishing an SMO Vision Step 1: Vision and Mission set the tone, or overarching goals Set the vision and mission and scope for the SMO Select some critical success factors Translate these into measures that can be used to determine if the SMO is meeting its intended goals Establishing an SMO Governance Step 2: Determine and document the SMO and other governance structures Charter the governance bodies, being sure to document their scope Name a chair for each body and an overarching hierarchy Set roles and responsibilities for each body and overarching governance authority Establish meeting schedules, report frequency etc.

11 Establishing an SMO Processes Step 3: Develop processes to be used for governance Processes exist (for ITIL and PMO), but need to be selected and documented for the organization For example: Review, approval process for new services, changes to the ITSM tool Design processes to be used, coordinated Project processes Establishing an SMO Tools Step 4: Determine tools needed to manage the Service Management Program and Governance initiative What are the tasks that need to be managed across the team(s)? Are these able to be managed in an existing application within the ITSM tool or other tool? Determine requirements, tool needs.

12 Establishing an SMO Service Delivery Step 5: Ready to roll Start with an adoption and communication plan Pick a few small areas to pilot first, shake out operational issues Run the selected metrics against these areas Implement corrective action and expand Sample Structure for the Service Management Office Core Team Responsible for delivery of day to day activities for the SMO SMO Extended Team Additional resources that are consulted and kept informed of SMO activities SMO Board Members Accountable for decision making on strategy, priorities, funding, etc. Program Manager Key Process Owner(s) ITSM Tool Architect SMO CORE TEAM Executive Sponsor(s) Project Sponsor(s) SMO EXTENDED TEAM SMO BOARD Core + Extended Team COO, CFO, CIO PMO Chair Key Business Reps

13 Key Process Owners to Involve Strategy for services IT Steering Committee Service Management Office Strategy for services Financial (services) Business Relationship Business Relationship Management Enterprise Services Project Management Office Service portfolio Demand Key Steps in Your Roadmap Understand the Organization s Vision Establish the Vision for ITSM Define Overarching Strategic Principles Charter the Governing Bodies Define Roles, Responsibilities Develop the Organization s Design Develop & Document Key Processes Develop key measures Operate, measure, improve

14 Information to to Get You Started For help building a service portal, don t forget my book, available in the conference bookstore!