The Real Deal: Developing Your Service Portfolio and Catalog
Session 204
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Agenda Introductions Service Portfolio vs. Service Catalog Who
Cares? Show the Value of IT! Where to Start Agile Approach Assess
Design Adopt Improve Control Summary Learn More!
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Introductions Paul Solis Cask, LLC You Who has implemented a
Service Portfolio and Catalog in their organization? Who has used
Agile techniques for process or service design?
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Service Portfolio vs. Service Catalog AudienceService
PortfolioService Catalog Business Improves perception of service
quality on business-critical IT services Complete definition of
business investment in IT Simplifies process for requesting
services from IT Introduces self-service ordering mechanism IT
Defines service cost Clearer understanding of support and
management of services Improves ITs credibility with the business
Automates order-to- delivery process for services Centralized
ordering point reduces out-of-process requests
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Who Cares?
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Show the Value of IT! Business Services Service Name and
Description SLA Service Cost Customer Experience Meaningful and
memorable Well thought through services Target specific customers
Tell customers what they get and how much Educate customers Easy to
use
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Where to Start Service Portfolio first! Start top down with
customer facing services: Engage the business not with a blank
sheet of paper Define the current business services Demonstrate how
they are bundled and packaged Define business outcomes and value
Service Portfolio becomes the service- decision making framework
The Service Portfolio is a solid foundation to instantiate a
customer- facing Service Catalog Through 2013, 70% of IT
organizations with an IT service portfolio management project will
rush to develop the IT service catalog as a customer-ordering
mechanism before documenting their IT service portfolios. By 2015,
80% of IT organizations that developed their IT service catalogs
prior to their IT service portfolios will suffer the additional
cost of overhauling the service catalog contents once the portfolio
is defined.* Through 2013, 70% of IT organizations with an IT
service portfolio management project will rush to develop the IT
service catalog as a customer-ordering mechanism before documenting
their IT service portfolios. By 2015, 80% of IT organizations that
developed their IT service catalogs prior to their IT service
portfolios will suffer the additional cost of overhauling the
service catalog contents once the portfolio is defined.* * Source:
Gartner
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Traditional vs. Agile Approaches Traditional ITSMAgile Service
Management Cookie cutter process diagrams that require an
organization to fit into something that doesnt work for them A
stack of non-actionable documents Unfocused; Lets Implement ITSM
Long overextended engagements Focus on processes and tools first
and understanding the organization last Lack of customer
interaction, communication and adoption strategies A process focus
rather than a service- oriented focus Combination of industry best
practices including ITIL, Lean Six Sigma and ISO/IEC 15504 Agile
focus on high priority goals, customer stories, to rapidly provide
tangible results Aligning services and processes to organizational
mission and goals Repeatable to focus on real service and process
quality improvement Continuous feedback throughout
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Agile Approach What is Agile AGILE - Marked by ready ability to
move with quick easy grace (www.merriam-webster.com) Agile Service
Management embraces agile principles by: Executing high involvement
strategies to enable the people who will be executing the process
to design process that meet real needs Enabling changing priorities
to ensure the effort addresses the most pressing needs the business
faces even as those needs change over time Implementing frequent
feedback cycles to ensure course corrections occur early in the
implementation cycle Delivering frequently to ensure the
organization gains efficiencies early and often through out the
overall effort.
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aSM for Portfolio and Catalog Phases
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Sample Agile Iteration Usually between 3-4 weeks If it is too
long you are no longer delivering service design quickly Continuous
Daily Feedback Next Iteration
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Assemble aSM Team Agile Lead Coordinates the teams efforts Team
Members Bring subject matter expertise to assessment, design,
improvement, adoption and control activities Customers Represent
the service users Stakeholders Have a significant interest in the
results of service execution Service Owner Manages the service
under development or improvement Executive Champion Top down
leadership that will support overall portfolio project and resource
requirements
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Customer Stories Customer stories are equivalent to User
stories as defined by Agile Software development methodologies
(i.e. SCRUM) Demand Management Services that customers need first
and want second (not something that IT needs or wants) Use data
collected to decide which customer(s) to start with Terminology:
Customer Who Action What Achievement Result Service design should
address the How for these stories As a I want to so that.
Assess
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Data Collection Know what Services you currently provide to
which Customers Identify Service Owners Use data collection form to
gather information from customers and IT You will use information
collected to understand which customers you will target first Bonus
Material Assess
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Prioritize Stories and Services Create a Services Backlog
register that describes the type of work to be done Use your
defined iteration time to determine how much work can be done
within that time Assign team member(s) to develop the services and
attributes assigned Assess Low High Priority Services Backlog
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Schedule Regular Feedback Set up daily 15 minutes morning
feedback meeting to ensure iteration is on target Facilitated by
Agile Lead Typical attendees: Agile Lead, Service Owner(s), Team
Member(s), Stakeholder(s) Customer(s) should be invited weekly at a
minimum to provide collective feedback Design Who am I?
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Define Services and Attributes What to name the service(s) A
description that is meaningful to the customer Who are the
customers of the service(s)? Who is the service owner? What are the
associated service level agreements (SLAs)? If any. Does the
service belong to a service family? What does the service cost?
Design
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Service to Process Mapping Need to ensure there are ways to
deliver and support the Service: How does the Service get
delivered? Request Fulfillment How are issues with the Service
handled? Incident Management Problem Management How can the Service
be changed in the future? Change Management Service Portfolio and
Catalog Management Design
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Service Costing Inputs Capital Expenses Applications
Traditional Licensing On-premise Hardware Operating Expenses Labor
and support (Internal and External) Cloud (SaaS, IaaS, PaaS) Other
Expenses Training Marketing Build a repeatable Service Costing
Model Design
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Determine Orderable Services Tangible items or services
customers can order Transition these items, attributes and costing
into the Service Catalog Organized by Service Hierarchy developed
within Service Portfolio Design
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Marketing If we build it they will come doesnt work in the real
world Build a marketing plan that can be executed every time a set
of major services are released into the Service Catalog IT in a
sales and marketing role Things to include: Strategy Value
proposition Delivery mechanisms (i.e. social, emails, intranet,
posters, all-hands, etc.) Testimonials - remember your customers as
part of the aSM team? Training Adopt What movie is this from?
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Customer Training Training plan Schedule Easy Access Live
classroom Recorded Whats in it for me? Align to employee goals
Situational usage On-going maintenance Adopt
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Publish the Catalog Services User-friendly Easy navigation
Familiar consumer experience Transparency to customer Soft launch
first Gather testimonials Work out any kinks Ensure end-to-end
request fulfillment process is operational and effective Go Live!
Improve
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Re-Prioritize Stories and Services Time for the next iteration
Services Backlog needs to be reprioritized Customer priorities
change People change roles Resourcing availability and skillsets
change Leadership direction changes New regulation requirements
Control Low High Priority Services Backlog
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On-going Management Service Backlog register Integration with
Change Management Periodic reviews of the process Measures for
success: # of new services # of customer stories fulfilled New
service request fulfillment success rate (%) Control Bonus
Material
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Summary Service Portfolio first! Agile approach to Service
Portfolio and Catalog enables an organization to Engage with the
customer Keep up with changing requirements Deliver results faster
Dont bite off more than you can chew!
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Learn More Questions and Answers Contact me directly for more
information on Agile Service Management Paul Solis Phone:
619-274-0459 Email: [email protected]@caskllc.com
@caskllc Find me on LinkedIn
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Thank you for attending this session. Dont forget to complete
the evaluation!
