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CRAWL, WALK, RUN APPROACH

- IT SERVICE CATALOGUE
Emtec Boot Camp Web Event May 2011
Agenda

Key Concepts
What is a service?
Service Portfolio vs. Service Catalogue
Challenges / Benefits in Defining Services
Crawl, Walk, Run Approach
The Power of Value Based Management
Resources Available
Conclusion

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KEY CONCEPTS
Service Definition
A means of delivering value to customers

by facilitating outcomes customers want to


achieve

without the ownership of specific costs and


risks

People dont want drills,


they want holes!!!

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Service Portfolio & Service Catalogue
The Service Portfolio includes all the elements
that make up a service, including relationships Service
Diagram
between the elements. 1.0 Service Area/Stream 7.0 Consumers / User groups

R1 R13

11.0 Service Owners 2.0 Category 12.0 Business Process

R14
R12 R2

R11

Service Knowledge 6.0 Service Providers

R8
3.0 Service

R10
10.0 Infrastructure (CMDB)

Management System R3 R5

(SKMS) 13.0 Fulfilment Manager

R9
4.0 Requests

R6
8.0 Service Level Agreement

Service Portfolio
R4

14.0 Implementers 5.0 Tasks 9.0 Operational Level Agreement

(Complete set of Services R15 R7

managed by a Service
Provider)

Service Pipeline
(from Requirements to Retirement

(Proposed or in-development
Services)
Service Lifecycle

Business Service
Catalog
(Visible to Customer) Service Catalog
(Live IT Services incl. those
available for deployment)
Technical Service
Catalog
(Visible to Support
Team)

Retired Services
(Services & their components)

Viewable Catalog

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Service Catalogue
Service Catalogue Services
A database or structured Supported Products
document with information
about all Live IT Services
(including those available for Policies
deployment).
The only part of the Service Ordering & Request Processes
Portfolio published to
Customers. Contact Points
Used to support the sale and
delivery of IT Services. T&Cs
Includes information about
Deliverables, Prices, Contact Prices
Points, Ordering and
Request Processes. Escalation

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Service Catalogue Examples
Service
Type Service Service Description Service Request Service Request Description Costs
Corporate Email Corporate email is the primary mechanism for facilitating Standard Email The standard email account includes all of the Client
communication throughout the organization. This communication Account features defined above plus: Maintenance
may be internal, employee to employee(s), or external, employee to 512MB of storage per user Server (HW)
customer, vendors, or business partners. The email service Optional Blackberry support using Blackberry Server (SW)
includes access to email, calendar, attachments, contacts, and Enterprise Server Maintenance (HW)
more <defined by technology deployed>. Maintenance (SW)
Features provided include: Storage
Integrated email and calendar functions LAN
<Platform, e.g., MS Exchange> WAN
Anti-virus and spam protection
Internet browser access
Centralized and personal address books
Meeting scheduling for individuals, groups, and/or resources
Share or view calendar entries with others
PDA/mobile device wireless synchronization
Basic Email Account The standard email account includes all of the
features defined for the Email Service plus:
50 MB of storage per user
Blackberry Email Push based wireless access to Microsoft Exchange
email, calendars, contacts, and scheduling
Corporate Service Desk The Service Desk is designed to be the single point of contact for Report service The Service Desk will record, classify, prioritize, and Physical Space
users to request additional services or report issues with existing degradation or outage resolve if possible any Incidents reported by users. Phones
services to IT. (Incident). ACD/IVR
Features provided include: Desktop/Laptop
Web portal for self-service Service Desk SW
Central contact number <enter number here> for reporting Server (HW)
Incidents or requesting service. Maintenance (SW)
The recording and tracking of all requests. Maintenance (HW)
Proactive notification of requesters Staff

Initiate request for Users may request corporate services through the
service. Service Desk. The Service Desk will be responsible
for recording the request which will be automatically
forwarded to the correct department for the
provisioning of the request.
Corporate Telephony This service provides the basic telephone functionaliy, plus some Fulfillment/provisioning The mechanism by which users can request Telephone
others functional attributes like voice mail, call transfer, conference of equipment telephony services. Switch
call, two-line entry, intercom, manager-line status, and related ACD/IVR
components.
Decommissioning of Just as users request new service, there comes a
equipment time when the equipment must be taken out of
service. This service removes telecom equipment
from service.
Provision of ongoing This service is designed to manage the response to
support incidents reported by users when service is
interrupted or not performing as expected.

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Service Catalogue Examples

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CHALLENGES / BENEFITS IN
DEFINING SERVICES
Benefits
Business & Consumers IT Organizations
Facilitates customer interactions Web-based access reduces labor
with IT service provider costs
Simplifies process for requesting Managing services and fulfilling
IT services service requests with a standard
Customer satisfaction tool improves service delivery time
improvement Efficiency improvements (less
Consistent service provision manual coordination)
standard Helps balance performance norms
Customers presented a well- with IT resources allocation
defined IT service offering Demand Management
ITs credibility increased

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Industry Statistics
65% of service catalogues fail to meet their objectives. (Infrastructure Executive Council research, 2008)

A financial company that deployed a tool for automating their IT service catalogue said that
approximately 85% of their desktop deployment is now handled through this system. (Gartner)

Through 2013, 70% of IT organizations with a Service Portfolio project will rush to develop the IT service
catalogue as a customer-ordering mechanism before documenting their IT service portfolios. (Gartner)

63% of CIOs at companies with high-impact service catalogues say those catalogues create more
productive conversations with business partners about the value of an IT service partner.
(Infrastructure Executive Council)

90% of infrastructure organizations have created some form of service catalogue. (Gartner)

Through 2013, enterprises must budget for the integration of at least three tools to the Service Portfolio
tool to gain optimum service delivery automation. (Gartner)

Most IT operations groups have embraced IT service management as a goal for operational excellence.
Only about 10% of IT operations groups are capable of creating an IT service portfolio today. (Gartner)

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What We Have Seen
Many organizations create
service catalogue to list Usually poorly designed
infrastructure products or Too technical- customers dont understand it
systems

Catalogue is not effectively Services are not validated with the customer-
tailored to present they need to understand service definitions
information to meet
audience needs & concerns IT lexicons used vs. common language

Manage demand by showing customers what


IT service catalogue doesnt services actually cost
reinforce service
management Properly defined CIs for the service, forming
the link to (i.e.) incident and change

No metrics are defined


No consistent service
No service models are utilized
definition
Minimum opportunity for re-use

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CRAWL, WALK, RUN APPROACH
- IT SERVICE CATALOGUE
Crawl, Walk, Run Approach

Crawl
Strategic

Walk Tactical

Operational

Run

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Crawl

Crawl - IT Service Catalogue


Common Mistakes

IT organizations dont realize they ITSM is typically seen as initial Believe need an extensive and
are offering services Service Operation processes, complete tool to manage a
Too focused on the technology and an immature change Service Catalogue before actually
view as opposed to business component of Service Transition. using one
view No Service Level Management Too focused on tools before
Wait to have a complete and Process or Service Catalogue developing capabilities with
thorough list prior to moving Management Operation and Transition
forward Applications are seen as services processes
Poorly / not-defined business
services

People Process Technology

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Crawl

Crawl - IT Service Catalogue


Recommended Approach

Start developing a service culture.


Strategic Promote a service focus through the formal adoption of a
Service Management framework approach.

Move from a process to a service organization.


Baseline service request fulfillment.
Tactical Assign role of IT Service Manager.
Map IT operations to business processes.
Develop an agreed definition(s) of a service.

Establish a list of IT services


(mostly corporate and infrastructure service types)
Operational Service request fulfillment defined.
Service request model defined.

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Walk

Walk IT Service Catalogue


Common Mistakes

Lack of IT staff awareness of the Service level manager role not Data inaccurate in the service list
technology supporting services properly assigned Information is too detailed to
Lack of IT staff knowledge of the Poor acceptance of service maintain accurately or at too high a
difference between technical and catalogue & its operational usage level to be of any value
business services No difference between a static and Actual tool doesnt provide service
Lack of impact analysis on actionable catalogue request automation
personnel Individual applications drive the IT Pursue tool selection before having
catalogue organizations construct true understanding of their services
Publicized pricing that is not Focus on tool deployment rather
accurate or auditable than processes

People Process Technology

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Walk

Walk- IT Service Catalogue


Recommended Approach

Implement Service Level Management process.


Strategic Assign proper role and authority.

Define a Service model.


Tactical Introduce Business service type and make the difference
between business-corporate and technical services.

Define Service targets.


Understand the CIs & how they support technical services.
Operational Demand management estimation (PBA).
Define service capacity, requirement and capability (SLRs).

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Dynamics of a Service Model
Part 7 Part 5 Part 2 Part 1
Shipping Assistance Selection Shopping

Present
searchable
Present shipping Assign sales Provide shopping and navigable
9 options 6 specialist 4 cart 1 catalogue
Part 8
Calculate shipping and
tax information Present cost with Answer Maintain cart
10 shipping and tax 7 questions 5 contents 2 Search and sort
(3rd party service)

Part 3- Recommendations
Assist shopper
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Obtain final 3 in selecting
confirmation Part 4- Ratings

Part 9
Submit details
to shipper
Provide Assist shopper
(3rd party service) 12 confirmation 8 in closing
Part 6- Special Offers
details
Part 10 Part 11- Payment processing
Authorize shipment Ship items
13 purchased
(3rd party service)

Complete order
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Initiate customer
15 satisfaction follow-up
Example based on ITIL v3.0

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Run

Run- Service Catalogue


Common Mistakes

No IT Service Catalogue Services are not kept up Adding too many tools
owner (lack of to date (failure to grow Failure to understand the
governance) the SC with the rest of relationship between
IT service providers tend ITSM) CMDB, Service Desk and
to underestimate the Confusion between Service Catalogue
impact of changing how Service Targets and SLA Failure to exploit self-
their IT team manages Antiquated service service features
Service requests request systems (automation)

People Process Technology

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Run

Run- Service Catalogue


Recommended Approach

Rationalize your service agreements.


Strategic Ensure use of proper SLA structure.
Start thinking about calculating TCO value, etc.

Formalize the Service Owner & Bus. Relationship Mgr roles.


Tactical Make SLA reviews part of the organizations activities.
Introduce Service Catalogue Management processes/ownership.

ITSM Software
Link incident-problem to a service.
Operational Link CIs to services (supporting (i.e.) change management).
Deploy Web service portal for clients.

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POWER OF A VALUE BASED
MANAGEMENT (VBM)
APPROACH
What is Value

Need Value starts with Need


Increase top-line sales by 15%
Increase customer satisfaction
Lower time to delivery

Comparison Utilization Effective Utilization


Best way to meet the need
Efficiency and effectiveness

Basis for Comparison


If you only have one it is both the most and least valuable
Requires a business focused method for comparison

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The Value Model
Business Needs
Driven by business goals, objectives

Demand
Service Value

Value Realization

Value of Service Quality of Service


Metrics Metrics

IT Service Portfolio IT Value Chain

What services do How do we


we provide? deliver services?

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Service Value Score-Card
(sample)
Service Performance
Fit for Purpose Quality of Service
User Functionality 9 Availiabity 9
Design Change Requests 5 Capacity 5
Impact to Business Task 8 Continuity 8

Total Cost of Service Ownership


Direct Costs Indirect Costs
Hardware Maintenance $20,000 Technical Maintenance $40,000
Software Maintenance $7,200 Service Desk Support $5,000

Risk to Business Goals


Business Impact Service Complexity
Business Dependency 4 Dependant Services 4
Business Alignment 2 Complexity of Service 2
Service Empowerment 3 Technology Maturity 3

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Value Maturity Roadmap
Run
Walk
Level 4
Crawl Value Managed
Level 3
Cost Managed Focus on
creating business
Level 2
value using
Performance Focus on performance, cost and
Level 1 Managed cost models for risk for decisions
understanding cost of and planning.
Risk Managed delivering, supporting
Focus on and maintaining
how well we perform services.
Focus on
and gathering
what do we do and
performance metrics
what do we deliver
by service.
to minimize risks
through understanding.

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AVAILABLE RESOURCES
Available Resources
Industry Links
www.isaca.org (COBIT, VAL-IT, Risk-IT)
www.pmi.org (PM-BOK)
www.sei.cmi.edu (CMMI)
www.iso.org (ISO20000, 27000)
Emtec
Emtec Event Archive
Crawl, Walk, Run Approach to ITIL- Apr 2011
CMDB: Design for Success- Nov 2010
VBM: Measuring the Business Value of IT-Sept 2010
Whitepaper: Business of IT: Practical Guide to Measuring the
Value of IT Services
www.emtecinc.com or www.emtecfederal.com
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Service Catalogue Examples

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Service Catalogue Examples
Service Category: Networking Services
Service Description: Service support and delivery of standard/approved network devices and associated components.

Ref# Service Contact Service Definition Base Level Services Services Not Included Service Availability Service Charge(s)
4,1 LAN Administration IT Local Area Network - Network jack installation - Redundant network 24 hours/day, 7 No Charge
Network (LAN) design, connections days/week, 365
Services implementation, support, - Router installations & days/year for registered
555.555.5555 daily administration and configuration - Non-standard network IT customers and
(x555) management. devices Configuration Items (CIs),
- Customer issue analysis excluding official holidays
and resolution - Third party network
connections
- Issue management and
escalation to external - Wireless access /
vendor(s) access points

- Underpinning contract
(UC) negotiation and
facilitation
4,2 WAN Administration IT Wide Area Network - Network backbone - Redundant network 24 hours/day, 7 No Charge
Network (WAN) Services ensure installation and connections days/week, 365
Services consistent, reliable and configuration days/year for registered
555.555.5555 available wide area management including: - Non-standard network IT customers and
(x555) network services to - Bridges devices Configuration Items (CIs),
customers including - Switches excluding official holidays
maintenance of all - Routers - Third party network
passive and active - Cabling connections
customer network
connections such as - Issue management and
routers, bridges, switches escalation to external
and all associated wiring. vendor(s)

- Underpinning contract
(UC) negotiation and
facilitation

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CONCLUSION
Crawl, Walk, Run Approach
What services do our clients want & when do they want
them?
- Service Catalogue
- Service Level Requirements
- Service Level Agreements

What are the service-components required to deliver the


services?
- Service View - Configuration Items
- Do the responsible teams deliver service-components in a
manner consistent with clients service requirements?
- Operational Level Agreements & Underpinning Contracts

Do we collect meaningful data on the status of each


component, measured over time?
- SLA Monitor
- SLA Reporting

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Crawl, Walk, Run Approach-
IT Service Catalogue
Contact Details:
Andrew Braden Renee-Claude Lafontaine
613-591-9131 (office) 613-591-9131 (office)
613-301-4236 (mobile) 514-912-1134 (mobile)
AndrewBraden@emtecinc.com Renee-ClaudeLafontaine@emtecinc.com

General Inquiries:
Deanna Evers
973-232-7897 (office)
856-304-4044 (mobile)
DeannaEvers@emtecinc.com

Visit our Website: http://www.emtecinc.com

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