Community Census 2007 Results

8/14/2019 Community Census 2007 Results

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Open Source Service CatalogCommunity Census 2007

Results


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Background

These are the results of the Fall 2007 CommunityCensus

3000+ Service Catalog Community members registered

135 Responses, a statistically valid sample


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Purpose

This census represents the only complete survey ofthe community of practitioners building Service

Catalogs


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Who makes up the Community

20% are Service Level Managers

Many are consultants

But many are:- Business analysts, process consultants

- Or directly involved in delivering services

Most are working on the Service Catalog as part ofanother job


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The Details on Job Titles:Other is a Big Number


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The Other Titles:Most Are Analysts or Involved in IT Service Delivery

Change/Configuration Mgr Process Architect

Metadata Architecture

Division Director

Business Consultant

IT manager

Implementation Team Lead including managing project & integration

Manager, IT Support

Business Analyst

Service Desk Manager

Business Analyst

Manager - Service Catalogue Unit

ICT Service Control Manager

Service Delivery Manager

Business IT Analyst

IT Development Manager

Manager, Global Service Delivery Processes

Service Delivery Coordinator

Quality & Compliance, Global IT - Systems Assurance

System Architect

IT Architect

Service Analyst

Sr. System Programmer

ITSM Manager

Systems Coordinator

Marketing director in IT

Support Manager

IT Manager

Sr. business analysis

Architect

IT Operations Manager

IT Services Manager

Manager, Design and Planning

Helpdesk Manager

Service Desk Manager

IT Customer Service Manager

Manager, IT Governance

Configuration Manager

Process Coordinator

Business Systems Analyst


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Most Will Produce a Service Catalogin the Next 12 Months


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No Matter the Title, You are Doing a Lot ofHeavy Lifting Alone and on Your Own

30% are the project leadimplementing the ServiceCatalog

25% dont have a formal role,but are figuring out what to do

After that, you work in:

- Advising on how to do it

- Selling the concept

- Re-writing the old ServiceCatalog that didnt quite work

- Managing the existing ServiceCatalog

15% of you are the businesssponsors

D i Y H d W k


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Despite Your Hard Work,Lots of Obstacles Remain

Although many have aService Catalog,issues are preventingyou from achieving

the desired results

Technical silos thateach want to havetheir way of doingbusiness

Lack of knowledge onhow to create theService Catalog

Lack of executive

support and funding


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Four Major Issues AreIn The Way of Service Catalog Success

1 U illi b T h i l Sil


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1. Unwillingness by Technical Silos toGive up Control

But the silos dont providesupport or content for theService Catalog effort

When if they do, its tootechnical to be useful

And they are unwilling togive up control

There is a lack of institutional understanding andsupport for Service Catalogs, which is the root causefor so many of the other implementation barriers. Thereis also an imbedded fear of de-mystifying thetechnologies that everyone thinks is theirs to control.

Service ownership has been distributed in the differentIT silos and all have different priorities andunderstanding of the benefits of a service catalog, thuscollaborate at different degree. No one has the globalresponsibility so the coherence and governance isneglected.

Extremely fragmented IT organization with competinginterests and services.

Niches in IT department. Cultural change and Serviceconcept are the biggest issues.

Silo'd organizations, resistance on the part of serviceproviders for dedicating any resources for keepingcontent up to date, no budget, limited project.management resources to oversee catalog, poorlymarketed throughout organization.

2 L k f K l dg b t S i M d l


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2. Lack of Knowledge about Service Modelsand Definition

A lot of initial ServiceCatalogs are staticdocuments not actionable

Dont know what todocument, nor at what level,or for whom

Using document-orientedtools to try to definestructures that ultimately

need to be madeoperational

Confusion around What isa service?

Challenged with how tointegrate with the rest of IT(e.g., what fields orattributes we need toexchange?)

The exact definition of 'Service' and 'Application'.

Our biggest issue is understanding where we definethe scope of each service - e.g. do we have multipleservices for Telecommunications or do we have one

service with a number of distinct attributes to theservice? If we go too high, it may be difficult to line upSLA's; if we go too low we may paralyze ourselveswith the need to monitor and track all those services.

Identifying what a Service Catalog is (and what a

service is) and what attributes should be part of it wasquite difficult.

There weren't too many practical examples available,only a lot of theory. In the beginning we also had theproblem of not having any dedicated staff on the

project to develop it. We had to try and create it inbetween our operational roles. Once it was recognizedthat it was never going to work, project resources wereallocated.


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3. Projects are Vastly Underfunded,Despite the ROI Opportunity

Not enough at stake fromother participants

Lack of funding and

resources

Recognition that there is abig potential payback

- But not clear on how toget there with theService Catalog project

There is clearly pain thatneeds to be addressed

- Drawing the linebetween the aspirin (thecure) and the headache(the pain itself)

No availability of SME to gather information

Need for resourcing not understood/accepted:Expected to develop a new iteration and maintainoperational workload for Service Level issues

I think the executive part of the company thinksthis is an issue but only a small one... We have tosell the project first.

The cost in developing and maintaining. -

Dissemination of information to executive,operational, support and strategic personnel. -The understanding of the big plan. - The workingtogether for the common goal.

Executives ask for Service Catalog but they don'tget involve to define the IT services. There isn'tbudget for additional people or tools. And theinternal areas don't have time to define their mainservices


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4. Difficulty in Gaining Executive Support, SinceStatic Service Catalog Has No Operational Impact

Executives dont get the valueof a Service Catalog

- From lip service..

- To lack of a program toachieve benefits.

Static Service Catalogdocument will not impact

operations, therefore it getslittle attention from seniormanagement

Too much focus on selling the

Service Catalog, not enoughon selling the benefits

Motivating and up skilling senior management withunderstanding.

The benefits of and requirement for a service catalogneeds be understood by Senior IT executives. Mostare ignorant of what a Service Catalog is and what itdoes for IT Service Management.

Executive part of the company thinks this is an issuebut only a small one...

Cost for implementation are difficult to explain toexecutives.

Most are ignorant of what a Service Catalog is andwhat it does for IT Service Management.

Executive level knowledge of the needs versus whatthey will provide budget for... goes back to executiveunderstanding for the value of ITIL

Executive management unable to provide a soundbusiness case and promote the value.

An understanding by executives and peers of thevalue-add


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The Service Catalog Journey


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You Have a Clear Vision of What to Do

You know what needs tobe done

But you are not sure howto get there.

We have developed a service portfoliothat is geared towards understanding

service costs. Taking it to the next level interms of service level development andactionable requests will most likelyrequire a tool.

Need for a culture change to turn theorganization from an IT technology siloorientation to a service organization

Technology is in people's mind, not theService

And You Are Pretty Clear on the


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And You Are Pretty Clear on theValue of a Service Catalog

Over 50% said, your Service Catalog would help to:

- Explain What IT does for the business

- Standardize services- Make it easy to request services

- Improve operational efficiencies

Only a few thought of using the Service Catalog for:- Compliance

- Pricing to manage supply and demand

The Service Catalog Explains


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The Service Catalog ExplainsThe What and How of IT

You Have a Good Sense of What


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You Have a Good Sense of WhatService Catalog Success Looks Like

The internal customer satisfaction is veryimportant to us because now every employeeshates IT. They don't understand our tasks,roles, responsibilities ... nothing at all. Wehave to understand the business as well.

Must be written in user terms. Must becomplete and include value added services.Must be actionable. Must be kept up-to-date

We traditionally do not think in business terms,the catalog will change that thinking. It isessential to be able to show we are achieving

agreed service levels. Providing transparencyto customer and getting IT staff to thinkCustomers not users are the key successfactors initially.

Alignment of resources, managementcommitment, and staff effort behind visible,

measurable services. Moving business and IT perspective to a user

rather than technology view of service

Commitment and support at all levels of theorganization. Adherence to the concepts ofstandardization and process management.

Understanding the Business's view of IT 'services'needed and presenting the service catalog in ameaningful, intuitive way. Our Service Catalogmust be easily understood by our customers andexplain in business terms the services that weoffer and the target service levels that each arematched to.

Understanding who uses services will make it

easier to gauge impact of loss/downgrade ofservice. We are not aware when some users stopusing services so if services costed if onlynotionally we may be freed up from makingavailable, services that are no longer needed

We are working towards consolidation,

standardization, and abstraction of services. Thecatalog sets the new direction.

Most of You Started Your ITIL


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Most of You Started Your ITILInitiative with Incident/Change/Problem Mgmt

Followed by Service Level Management


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Followed by Service Level Managementand Configuration Management

U N t S i C t l d S i P tf li


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Up Next - Service Catalog and Service Portfolio

There Wasnt Much Guidance from ITIL,


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There Wasn t Much Guidance from ITIL,So You are Doing it on Your Own

Surprise: You are Using Technology to


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p g gyCreate a Service Catalog

But Existing Tools (e.g., Word/Excel/pdf) are


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But Existing Tools (e.g., Word/Excel/pdf) areNot Helping You Achieve the Benefits

Most are using

- Static documents

- Building something on your own

- Trying to bend metal with your HelpDesk tools

Large gap between the vision for aService Catalog and what thesetools provide

These tools are not designed to:- Standardize Service Catalog content

- Guide Service Catalog implementation

- Integrate with other IT tools

- Manage the business objectives ofService Catalog implementation

So youve been forced to inventtools on your own


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The Service Catalog Community:Usage and Feedback on the Site

You like the Templates and Are Using Them


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You like the Templates and Are Using Them

30% use the templates

This is a good start

- Based on the fact that the industry average is only 1% for open source tools,we are pretty pleased that 30% of you use the templates

- But wed like to improve adoption and usage of the tools on the site

And You Like A Lot of Aspects of the Site


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And You Like A Lot of Aspects of the Site

Community sharingPragmatic stuff

I think I feel happy that this subject One stop source for all Service

Catalog ideas and tools

The Service Catalog templatesand examples are the #1 most

popular items Other members cited the

discussion in the forums asmost useful

The blogs and articles are alsofavorites

has attention among others, Ithought I was alone here

Sharing - ideas, best practices, tools& templates, etc.

The exchange of ideas and pitfalls

Interactions and exchenges beingin the business I am in, its isolating.

The realization that other people

really are doing this too

However There is Room for Improvement


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However, There is Room for Improvement

Many of you are still new to the site and not sure how to participate

Contributions to the community are lower than they could be

This raises the following questions:

Are ITSM people shy?

Are we reluctant to ask questions or ask for help because we aretoo concerned with appearing unknowledgeable?

Mostly of You Googled Your Way to the Site


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Mostly of You Googled Your Way to the Site

Why Did You Register?


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Why Did You Register?

Because you have a ServiceCatalog project withdeliverables assigned to you

Because you are passionate

Because its your career

The possibility to learn and shareexperiences on service catalogs,

ITIL v3 and related areas. Because I have to implement

Service Catalog at this company....All help welcome. :)

I am very interested in servicecatalogs as a general idea, servicelevel management and ITIL bestpractices.

Needed ideas for content

You Have a Very Definite Idea ofWhat you Want from the Community MORE


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What you Want from the Community: MORE

What do you want?

Examples, examples, examples

Benchmarking data and tools thatallow for the clear demonstration ofservice catalogs benefits fororganizations

More real life examples of catalogs

Experience with Service CatalogTools

More examples

More templates

More sharing by practitioners

More hands-on experience

And surprisingly.morecoverage on Service Catalogtools


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Take-Aways and Recommendations

Take-Away #1


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y

Most IT Organizations Are Still Not Sure Where the Role andResponsibility for the Service Catalog Belongs

The path forward:- Use ITIL Version 3 as the model to staff, educate and properly scope

the size of the Service Catalog project

- New processes and roles for Service Portfolio Management, Service

Catalog Management, Demand Management, Financial Management,

and Request Fulfillment

Take Away #2


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y

The static Service Catalog

ends up as a side project- No executive support

- No adoption or buy in fromthe IT silos

- No operational usage- No user adoption

- Not funded properly toachieve transformation

The root cause:- The Service Catalog project is not tied

to business value

- Improper toolset doesnt provideService Catalog models, content, orsupport for operations

- Static documents cant support the

delegated design and developmentrequired for a Service Catalog

- The IT silos own technical services

- SLM role owns business services

- Service managers own service

requests- Lack of a proven implementation

journey and methodology- No clear vision of how to drive service

operations with a Service Catalog

The Majority of Homegrown, First-Generation Service CatalogsDo Not Achieve Success

Recommendations:Moving Forward to Service Success


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Moving Forward to Service Success

Skip the Service Catalog as a documentation / inventory project

- The static document/intranet will not achieve the desired results

Tie your Service Catalog Project to a major initiative that deliversbusiness value. Pick any of the following objectives:

- Explain what IT does for the business

- Standardize services

- Make it easy to request services

- Improve operational efficienciesUse a measurable, hot button business objective to get executive level

support for your Service Catalog

Build a proper Service Catalog team. This is a transformational

initiative, not a side projectUse proper Service Catalog models, methods and tool sets

- The right tools can help divide labor to minimize political conflict in thedefinition of services and the design of your Service Catalog


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Open Source Service CatalogCommunity Census 2007Results

Documents

Community Census 2007 Results