memo about IT business services
meshail
loyolaitilitsmoverview.pdf
ITSM/ITIL Overview to
Loyola System Engineering graduate program
Mark Magruder
3/26/2015 Loyola Systems Engineering ITSM briefing 1
• Speaker Bio • ITSM/ITIL Overview
– What is an IT Service – The ITIL V3 Lifecycle & Process Framework – ITIL V3, IT Governance Framework
• Example, Corporate Website Governance Framework – Example, End User IT services – Business Services vs IT supporting Services
• Why ITSM/ITIL – what problems does it solve • ITSM BSM/Portfolio Management Case Studies • A practical Approach to a Strategic ITSM
Enterprise Program • Executive Overview & Business Case for ITSM
Agenda
3/26/2015 Loyola Systems Engineering ITSM briefing 2
• Hewlett Packard 1983-2004 – Systems Engineer – Test & Measurement – Systems Engineer – HP consulting – International Marking Manager, High-End Workstations – Principal consultant – HP Consulting
• BSE/CS Cal State University Long Beach 1987 • Elliott Marks 2004-2010
– ITSM/ITIL consulting
• Fox Entertainment group 2010-2011 – Manage ITSM processes
• Beckman Coulter 2011-2012 – Global eBusiness Governance Manager
• The Walt Disney Company 2012-2014 – Manage ITSM processes/suppliers
• MBA program 2014 - • Elliott Marks
– Consulting 2014 –
www. Linkedin.com/in/markmagruder
Speaker background
3/26/2015 Loyola Systems Engineering ITSM briefing 3
• Married • 3 daughters, 1 son • Hobbies
– Surfing – Golf – MLB Baseball – Mountain Biking – Snowboarding – Tennis – Camping/Hiking – Travel
personal
3/26/2015 Loyola Systems Engineering ITSM briefing 4
• ITSM IT Service Management • ITIL IT Information Library
• Google search on ITSM 4.53M hits • Google search on ITIL 30.3M hits
• ITSM – ITIL used interchangeably
ITSM/ITIL Overview
3/26/2015 Loyola Systems Engineering ITSM briefing 5
• What is it? – An IT Management Strategy
• Managing IT via the concept of “IT Services” • IT as a “Service” provider
– IT Governance Framework – Full IT lifecycle process driven model
– IT Strategy – IT Design – IT Transition – IT Support – Continual Service improvement
– IT Cost Management Model
ITSM/ITIL Overview
3/26/2015 Loyola Systems Engineering ITSM briefing 6
What is an IT Service? An IT Service is anything of value delivered by IT to a customer or stakeholder that facilitates the outcomes those parties want to achieve without the ownership of specific costs and risks. • Luxury Hotels offer room service – they bring you tasty food, you
don’t have to go down and get it. • My car is due for Servicing - they fix it, I don’t know how… • Its tax time. I need tax and accounting Services – yikes, I owe
taxes, can the tax man find me some deductions?
3/26/2015 Loyola Systems Engineering ITSM briefing 7
US economy
3/26/2015 Loyola Systems Engineering ITSM briefing 8
The ITIL V3 Life Cycle Diagram
3/26/2015 Loyola Systems Engineering ITSM briefing 9
IT Service Management An Integrated IT process management framework
The 26 Processes of ITIL V3 2011 1. Service Strategy 3. Service Transition Demand Management Financial Management Service Portfolio Management Strategy Management Business Relationship Management
Release Planning Deployment Mgmt. Knowledge Management Change Evaluation Configuration & Asset Management Testing, Training, Documentation Change Management
2. Service Design 4. Service Operation
Service Level Management Supplier Management Capacity Management Availability Management Continuity Management Information Security Management Service Catalog Management Design Coordination
Event Management Incident Management Request Fulfillment Problem Management Access Management - Service Desk - Technical Management - IT Operations Management - Applications Management
5. Continual Service Improvement
Service Measurement Service Reporting 7 Step Improvement Process
26 Processes 4 Functions
3/26/2015 Loyola Systems Engineering ITSM briefing 10
Operational Governance Framework Organizing Policy & Standards by a Website’s Application LifeCycle.
11
¾ Frames Website Governance into a web application’s natural lifecycle.
¾ Industry standard framework that includes an extensive library of existing policy and process definition.
¾ Cost effective, not reinventing processes.
¾ Being a Framework, It can be tailored to fit a company’s culture and operating standards.
A LifeCycle Approach
3/26/2015 Loyola Systems Engineering ITSM briefing
Lifecycle Management 1. Website Strategy 2. Website Design 3. Website Transition 4. Website Operation 5. Continual Website
Improvement
Lifecycle Management 1. Website Strategy 2. Website Design 3. Website Transition 4. Website Operation 5. Continual Website
Improvement
Lifecycle Management 1. Website Strategy 2. Website Design 3. Website Transition 4. Website Operation 5. Continual Website
Improvement
Lifecycle Management 1. Website Strategy 2. Website Design 3. Website Transition 4. Website Operation 5. Continual Website
Improvement
Lifecycle Management 1. Website Strategy 2. Website Design 3. Website Transition 4. Website Operation 5. Continual Website
Improvement
Lifecycle Management 1. Website Strategy 2. Website Design 3. Website Transition 4. Website Operation 5. Continual Website
Improvement
Lifecycle Management 1. Website Strategy 2. Website Design 3. Website Transition 4. Website Operation 5. Continual Website
Improvement
12
Policy & Procedure Framework Policy & Standards Organized by a Website’s Application LifeCycle.
3/26/2015 Loyola Systems Engineering ITSM briefing
Transition Standards
¾ Managing Change
Release Planning Packaging & Managing SW Releases QA/Acceptance Testing Configuration Management (HW,SW) Documentation & Knowledge Management Training/Communication Support Plan & Procedures Deployment Management Change Processes & Procedures (Emergency,
Expedited, Normal, Standard)
Operational Standards ¾ Content Management
Content Ownership Authoring Standards & Procedures Content Standards (images, video, etc.) Approval Workflow Procedures
¾ Operational Management Managing User Requests/Demand Entitlement and Security Management Managing Incidents & Issues Analytics, CSFs & Metrics, Service Levels Support & Service Desk Procedures
¾ Application Management Managing Enhancement Requests Minor Enhancements Process (Changes) Defect Tracking Tool Administration Project Pipeline/Prioritization Funding
Design Standards ¾ PM & SDLC Standards ¾ Website Security Standards ¾ Taxonomy & Content Standards
¾ SOA Web Application & Web Service Standards
¾ Other Architecture Standards ¾ Domain Naming Standards ¾ Tooling Standards
Italics=future Standards, processes & Procedures
Website Strategy
Guiding Principals
¾ Distributed Content Management
¾ Focus on Interacting with Customers
¾ Consolidate Brand, Messaging
¾ Microsite Consolidation
¾ Use Workflow to Better Manage Quality, Compliance, Standards
¾ Extending UCM to other “internal” websites
Continual Improvement
¾ Measuring for Success
¾ Quality of Service
¾ Operational Metrics
¾ Analytics Strategy
Practical Example –End user IT services
3/26/2015 Loyola Systems Engineering ITSM briefing 13
User: I need a new PC!
Service Automation Platform & Workflow Request
From a Service Catalog (Amazon.com)
Client Services Delivery Team • Provision PCs • Provision SW • Support Environment
Fulfilment
Automation platform: Captures & Tracks request and user profile Workflow auto-routes approval(s) PC shipped with user specific profile configuration - No phone calls. - No confusion - Email status updates - User turns on PC, logs in and it works Charges sent to department cost account
• Messaging Services • Phone/Mobility Services • Publishing and file sharing • UID and Access services • Tele-presence/Conferencing • PCs/Computer Services • Collaboration • Reporting Services • HR • Expenses • Education
Sustainment & End user IT Services
3/26/2015 Loyola Systems Engineering ITSM briefing 14
The Employee
End User IT Services
End User Services also underpin Business Service users
Strategic ITSM/ITIL
3/26/2015 Loyola Systems Engineering ITSM briefing 15
Business Services and
IT technical/supporting Services
A typical Business Service’s application & infrastructure footprint
3/26/2015 Loyola Systems Engineering ITSM briefing 16
Core SW
F5/CSS Dist/Agg SW
Server SW
Msg/Collab AD/LDAP
Business Application
DB Svrs Fibre Sw
Web/App Svrs
Bkup server
SAN Storage
Internal Business User/Customer PIP
Cloud
GW DMZ
Citrix Middleware Tools
Monitored by the NOC and managed by WAN DCLAN teams Datacenter Devices Business Office
FC Router/GW
External Customer/Guest
Backup Media
Internet
site carrier
Wireless
GW
Data Center
GW
Web Svrs
Supplier Managed Business & IT
Services
Any single failure in this chain will impact the Business Service to some degree!
In IT there are only… Business Services or IT “supporting” Services
3/26/2015 Loyola Systems Engineering ITSM briefing 17
Oracle SQL
The Business Business Service
Projects, Strategy, Knowledge, etc.
Network IT Services
Server Hosting IT Services
Database, Analytics IT Services
Application, Web Svr, App Svr, Services
Storage & Data Protection IT Services
OoCIO, 3rd Parties, Cloud, SaaS, AWS, Dealers,…
Monitoring tooling, orchestration
Core SW
F 5 / C S S
Dist/ Agg SW
Ser ver SW
Msg AD
Business Application Servers
DB Svrs Fibre Sw
We b/A pp Svr s
Bku p ser ver
SAN Storage
Business User/Custo mer
PIP Clou d
G W
D M Z
Citrix Middleware Tools
FC Ro ute r/G W
Guest/Custo mer
Backup Media
Internet
site carrier
Wir eles s
G W
Data Cente r
G W
We b Svr s
Supplier Managed
Business & IT Services
$ $ $ $
$ $ $ $
$ Roll up *all* costs to the “Business Service”
The Services Integration Layer from a “Business Service” perspective.
• Every IT department in the enterprise, including suppliers/partners, is an IT service provider !
• The Standards body, ITIL®, clearly defines 2 types of “IT Services” (SS pp. 52, 54, 75, 427) 1. Business Service - customer facing - internal or external 2. IT Supporting Service – IT to IT facing
• “Business Service” working definition: A Business Service automates or supports a business process, function, or
activity. e.g. POS, Licensing, Reservations, Advertising, Public Website, Business Analytics
• Business Service Management: A “service driven” IT management & operating model where a company
manages a portfolio of Business Services investments that automate business processes.
Business Service Management - Definitions
3/26/2015 Loyola Systems Engineering ITSM briefing 18
ITIL ® UK OGC & Crown copyright – Industry Standards body for process definition and governance
Simply using “Business Service” or “IT Service” easily distinguishes the two.
The IT-to-IT ecosystem
3/26/2015 Loyola Systems Engineering ITSM briefing 19
The Business
Business Service
Database IT Services
Application Services
Storage & DP IT Services
Server Hosting IT Services
IT Supporting Services (IT 2 IT)
Middleware Services
3rd Party, SaaS, AWS, Cloud, etc.
Internal IT is a major requester of IT Services (and end user services) in development and support of Business Services.
Request
Fulfilment
Tooling to Support BSM Strategies
3/26/2015 Loyola Systems Engineering ITSM briefing 20
Where does the “Business Service” entity live?
3/26/2015 Loyola Systems Engineering ITSM briefing 21
• Segment • Business Unit/Group
• Line of Business • Business Process
• Business Service $
Infrastructure costs
IT Support & Maintenance Costs (IT supporting Services)
Other Fixed and Variable Costs, or Recurring Allocations
$ $
Roll up all costs, IT transactions, projects, infrastructure, changes, events, incidents, overhead, etc. to the “Business Service”!
Working definition: A Business Service “automates“ a business process!
Business Services cut across multiple technology groups/towers
App1
App 2
Ap p3
Oracl e
SQL Svr
DB2
The Business
IT Technology Silos
Business facing IT Service A
Business facing IT Service B
Business facing IT Service C
Network Servers Storage Applications Databases
3/26/2015 Loyola Systems Engineering ITSM briefing 22
Simple Distinction between a “Business Service” and an “IT Service”
3/26/2015 Loyola Systems Engineering ITSM briefing 23
“Customer Facing” Business Services
Business Operations / Activity
IT Facing Supporting Services
Segment
Business Unit/Area App Teams Infrastructure Teams
(Business Capability)
(IT Capability)
(Company Capability)
What is an IT Service?
3/26/2015 Loyola Systems Engineering ITSM briefing 24
An IT Service is anything of value delivered by IT to a customer or stakeholder that facilitates the outcomes those parties want to achieve without the ownership of specific costs and risks. • Hotel room service – they bring you tasty food, you don’t have to go down and get it. • My car is due for Servicing - they fix it, I don’t know how… • Its tax time. I need tax and accounting Services – yikes, I owe taxes, can the tax man
find me some deductions?
Where are my Business Services Documented? Also: Service Catalog vs. Service Portfolio
3/26/2015 Loyola Systems Engineering ITSM briefing 25
Service Catalog (what your Customer reads and orders services from)
Subset of the service portfolio published to the business and enterprise.
• Service Categories & Lines • Service Descriptions (features, etc.) • Service Prices • Client Mgmt Contacts • Ordering & Request Procedures
Service Portfolio (What IT reads and uses to manage IT with)
Identifies the complete set of priorities and investments in valued IT Services
•Service Categories & Lines •Service Descriptions •Service Costs •Service Prices • Service Owner Contacts • Ordering, Request and Fulfillment Processes •Investment Priorities •Sourcing Strategies •Delivery Strategies/Models •Costs and Charges •Lifecycle Status •Value‐To‐Cost Ratios, ROI/VOI •Value Propositions/Business Cases •Technology /engineering strategy •Risk Profiles •Business Outcomes •Customer Outcomes •Design Constraints •Funding Strategies •Projects and improvement Efforts
Service Catalog
Contracts Portfolio
Service Models
Project Portfolio
Application Portfolio
Customer Portfolio
Service Portfolio
Why IT Service Management?
3/26/2015 Loyola Systems Engineering ITSM briefing 26
1. Minimize outages/security breaches a. #1 Cause of Business Service interruptions: poorly planned/tested HW/SW
Changes! b. Cost of outages can be significant c. Reputation risk
2. Know what infrastructure supports your Business Services a. The presumably smallest or simplest change can bring down a company’s entire
network and grind business to a halt. 3. Better Understand:
a. Costs, Consumption, Customers (Business Relationship Management) b. Demand patterns c. Expansion estimates d. IT Operations Analytics/Utilization/Capacity/Asset Management
4. Enforce IT controls (IT Risk Management, Governance, Policy) a. Change procedures b. Security procedures c. Manage approvals/communication
5. Optimize Outsourcing a. Make informed decisions based on true costs and strategic value b. Value Comparisons
Cost Challenges, Pain, Missed Targets 1. Expense pressures (business & IT)
a. Where to apply limited budgets
2. Analysts estimate 20% of IT spend is ineffective.
3. Are my IT costs in line with industry norms?
4. Will I reduce costs if I outsource?
a. Did I reduce costs when I outsourced? b. Why didn’t I reduce costs when I outsourced? c. What should I or should I not outsource?
5. Is Business over consuming expensive IT resources?
a. Inconsistent or ineffective IT Resource Capacity Planning
b. Too much capacity was purchased.
6. True costs of Incidents / problems / application outages?
7. Project overruns
8. I’m considering buying, merging, acquiring company B, what Business and IT services to they deliver and more importantly, what is their business value not just asset or IP value?
3/26/2015 Loyola Systems Engineering ITSM briefing 27
IT Financial Management Challenges & Metrics - Cost Visibility
•What are your Business facing and IT facing services?
•Which service is running over budget? How do you prevent it?
•What are the key cost drivers? •Is usage according to plan? •How efficiently are you delivering those services?
•Are your costs above Industry Standards and alternatives?
•Where are you under-utilizing resources?
•Account types, Fixed/Variable, OPEX/ CAPEX?
Do you really use all these IT services/infrastructure? (asset utilization)
Do you really need this level of service? (silver, gold, platinum)
What is the price of IT services?
Do you understand your bill and charges for IT costs?
Are IT needs aligned with business needs?
Supply Metrics Demand Metrics
3/26/2015 Loyola Systems Engineering ITSM briefing 28
Why cont. IT Cost Management
3/26/2015 Loyola Systems Engineering ITSM briefing 29
The Business IT $
Little IT Service Cost Visibility!
Oracle Oracl
e
SQL Svr
DB2
App 1
App 2
App 3
Although CFOs and CIOs have some detail, they will tell you IT costs often “look and feel” like a big black box with a big number attached. What numbers are available are typically tied to department codes not the company’s operational or revenue generating Business Services.
App 1 App 2 A
pp 3
Oracl e SQL Svr DB2
Outsourcing does not necessarily improve IT Service cost & value visibility!
App 1
App 2 A p p 3
Orac le SQL Svr DB2
The Business Internal IT
$
$ Managed Service Provider
3/26/2015 Loyola Systems Engineering ITSM briefing 30
Business Case Study #1, Large Industrial Products Firm
3/26/2015 Loyola Systems Engineering ITSM briefing 31
Business Driver(s): • Get out of bad outsourcing contract • Outsourcer holding company hostage for $1.6B for physical and intellectual capital assets • Needed to assess if capital is really worth $1.6B Employ a simple BSM process: • Identified business services and categories of assets provided by outsourcer • Inventoried all physical and intellectual assets provided by outsourcer • Mapped all assets to business services or supporting services • Audited how assets were being used to in support of the business services • Assigned a “value“ to the Business & IT services provided BSM Results: • Discovered some services were not providing any business value • Found many assets were not actually used to deliver or support any services • Contrasted business service value with asking price of capital assets
• Team Revalued capital and intellectual assets at $600M – saving $1B
Acknowledgements:
Business Case Study #2 -Large Financial institution
3/26/2015 Loyola Systems Engineering ITSM briefing 32
Business Driver(s): • Reduce Operating Costs • Prepare For Acquisition BSM Method(s): • Identified business and IT services • Mapped server and storage costs to those services • Categorized services and their value to the business • Eliminated services with low or no value • Decommissioned infrastructure assets associated with those services BSM Results: • BSM Project Cost: $2.5M • Net First Year Savings: $58.7M • Five Year ROI: $100.9M
Acknowledgements:
How can IT departments embrace IT Service Management?
Services Thinking ! vs. Technology Thinking
Managing IT as a Portfolio of IT Service investments vs. Managing a piles/racks of technology assets.
3/26/2015 Loyola Systems Engineering ITSM briefing 33
Characteristics of an IT Service (Email)
Loyola Systems Engineering ITSM briefing
Services Have: 1. Features – send/receive email, calendar, address lists, send attachments
2. Requests – add new acct, change UID/Passwd, increase Mail Box Size, retrieve Hillary’s deleted messages, delete user acct, change requests, request procedures
3. Delivery Channels – Laptop, Blackberry, iPhone, Workstation, Cloud
4. Options – Silver, Gold (VIP), Secure, 3rd Party Contractors, Disability
5. Mapped to Customer Profiles – Sr. Exec (SLA Platinum package A), Mobile Exec (SLA gold package B), Admin/Staff (SLA Silver package C) etc.
6. CIs – IT assets configured together to provide features and functionality.
7. Other – SLAs, Charges, Support Contact info, Service info & Reporting, user requirements before fulfillment, requirements after fulfillment and requirements while being used
3/26/2015 34
Common IT Service Misconceptions
3/26/2015 Loyola Systems Engineering ITSM briefing 35
Some typical misnomers for an IT Service:
What it truly is:
The “IBM, HP, Oracle or Cisco”… These are infrastructure suppliers not services
“We do desktop services”… These are really requests against Client provisioning services.
“We provide a NOC”… This is an operational support function-not a service
“Desktops and Laptops” These are goods not Services.
“Moves, Adds, Changes” These are requests that involve transactions against a broader Service.
“Call Center Services” Customers don’t want Call Centers, they want the outcomes they provide or enable!
“We do Backups and System restores etc. IT is describing an activity they do – not a service they are providing (i.e. Data Protection Services).
“Cloud Computing” A service delivery channel, not a service in itself
“SaaS”* Software is not a service, its an IT asset used to deliver a service
“our SAP/AS400/Mainframe Service”… These are applications and infrastructure assets.
Traditional IT Cost Cutting, Cost Reduction Tactics
• Cancel Programs & Projects • Cut Staff • Consolidations • Server Virtualization • Storage Virtualization
What’s missing or overlooked?
Services Thinking!
The all too common disconnect between IT and the Business
• Tech Support: – What kind of computer do you have?
Business User: – A grey one
• Business User:
– Can I still Pay Claims? IT:
– I’ll go check and see if the server is up!
• Business User: – How long to produce a rate quote?
IT: – Database Response time still looks good!
Worlds largest error message …
2/21/06 Times Square
-NetworkWorld
A Practical Approach to Achieving a Business & IT Service Management program (Financial model)
Identify & define your
Business & IT Services
Find All CIs & Assign to
Business Service
Step 1
Step 2
Step 3 Step 4 Step 5
Build Cost baselines. ID
Demand Factors Perform Value Assessments
Strategic Planning Business & IT Service
Improvement Roadmap
9IT Service Cost Model/Ledger 9IT Demand Models
9 Service Value 9Input for IT Strategy 9IT investment / de- investment strategy
9 Bus/IT Service improvement Roadmap 9ITSM Roadmap,
HP DDMI, ITFM
Business Service CI Footprint
3/26/2015 39 BSM Strategy & Program Framework – Mark Magruder
9Business Service Portfolio 9IT Service Portfolio 9IT Service Catalog
HP DDMI, ITFM
Charter Analyze Define
Step 1. Build your Portfolio of Services
Services have Requests and Features
Example: Email & Messaging
Features Requests 9Send and receive email both internally and via the Internet 9 Provide calendar feature with scheduling capability for appointments and reminders 9Provide an easily accessible global address list of email addresses and “white page” information 9Send and receive file attachments (such as Word documents, Excel spreadsheets, etc) with messages being sent or retrieved 9Archive, purge and delete Email and calendar items per corporate legal and business requirements
9 Establish a new email account
9Change user ID
9Change password
9Increase a mailbox size
9Retrieve messages deleted accidentally
9Add large numbers of user accounts
9Delete a user account
9Train user on how to use the email system
Design your services so that requests are processed efficiently and features are smoothly provisioned.
Step 1. Build your Portfolio of Business and IT Services
1. Define lines of services
2. List & define customer & IT facing services
3. List & define commodity services, bundle
4. Organize & build Services Portfolio
5. Leverage trusted sources of IT & GL data
6. Build ITSM Service Model
i.e. Business Support Services. Start with identifying lines of businesses/ Business Sectors in your company and translate to IT lines of services. Collections, Customer Care, Manufacturing, Sales & Marketing
Identify all your customer facing (business support) service s. Identify and determine all your technical IT facing services (IT Service assets). Info usually found in project & support documents. Start with one IT Service.
Further breakdown, if necessary, the technical IT services and identify any commodity services and bundle them together by Service Category or Operation. ie Operations, Engineering & Resource Management , Service Design, Service Transition, Vendors, ASPs, MSPs etc.
Determine all the technical & operational services that comprise each business facing service and document them in your Service Portfolio and Service Catalog. * Major milestone.
Determine recurring costs for each discrete or bundled IT Service assets from steps 3&4. Link to GL for monthly reporting.
Allocate costs of technical IT Service assets across any and all business facing IT Services.
Step 1. Building your Portfolio of Services Identifying IT Business Facing Services (example)
Corporate Marketing
Enterprize Infrastructure Management
Sales
9Accounts Receivable 9Accounts Payable 9General ledger 9Accounting Support 9Billing & Collections 9Financial Reporting 9HR Services 9Company Intranet/Portal
9Opportunity Tracking (SFA) 9Customer Relationship Management 9Commissions 9Product Information& Catalog 9Stores Support
9Corporate IT 9Telephony Services 9Email and Messaging 9Desktop Support 9Datawarehousing & Business Intelligence 9BPO & Service Hosting 9Facilities & Consolidation Service
9Market Analysis 9Analytics & BI 9Forecasting
Theatrical & Media
Production
9Theatrical Production 9Post 9Programming 9Distribution
9Security Infrastructure Design 9Security Audit and Control Mgmt 9Intrusion, Vulnerability and Penn. Test Support 9Physical Security 9Access and Identity Mgmt (AD) 9Security Monitoring and Alerting
9Cyber Security Support 9Extranet/Intranet Support 9Secure Remote access 9Content Filtering
Step-1 Building your Portfolio of Services Determining your IT Support Services (Example)
Service Strategy and Control Mgmt.
9IT Service Strategy 9Program Mgmt (PMO) 9Client Management 9Demand Management 9Enterprise Architecture Mgmt 9R&D Engineering 9Change Control 9Configuration & Asset Management
9Lease & License Management 9Service Audit & Reporting 9Process Management 9Risk Mgmt & Audit Support 9IT Financial Management
Infrastructure Security Mgmt.
Service Resource Management 9Server Management 9Database Mgmt 9Network Mgmt 9Application Mgmt 9Web App Mgmt 9Web Servers 9App Servers 9Proxy Servers
9Storage Mgmt 9Middleware Mgmt 9Printer Mgmt 9Device Mgmt 9IT Workforce Mgmt 9Physical Facilities Mgmt 9PC Mgmt 9R&D Engineering
Service Operations Management 9Service Desk 9Service Monitoring & alerting 9Tools Support 9Supplier & Vendor Management 9Incident Management 9Problem Management 9Request Fulfillment 9Backup & Restore Management 9Job Scheduling Mgmt 9Startup, Reboot & Shutdown Mgmt 9File Transfer & Control Management 9Archive Management 9Data Entry Support 9Metrics & Reporting
Service Transition Management
9Release Planning & Packaging Management 9Change Management Service Deployment 9Service Decommissioning 9Site Preparation Support 9Service Validation & QA Testing /Processes 9 Organizational Change Support 9Knowledge Mgmt
Service Design Management
9Service Level Management 9Project Management 9Capacity Management 9Availability Management 9Service Continuity Mgmt 9Process Design 9Operational Planning & Consulting 9Solution Planning & Development 9SDLC 9Application Management Support 9R&D Engineering
* IT Services/Processes in dark red are ITIL V2 Processes
Items in red are itil processes
Step 1 Building your Portfolio of Services One approach for Identifying Business facing Services
Inventory all Applications
Pick one and Describe it in one sentence
Add as new “Feature” to
existing Service
New Service
?
Add to Service Portfolio
YES
NO
More Apps?
YES
Finalize Service & develop SLAs with Business
NO
A Practical Approach to Achieving a Business & IT Service Management program (Financial model)
Identify & define your
Business & IT Services
Find All CIs & Assign to
Business Service
Step 1
Step 2
Step 3 Step 4 Step 5
Build Cost baselines. ID
Demand Factors Perform Value Assessments
Strategic Planning Business & IT Service
Improvement Roadmap
9IT Service Cost Model/Ledger 9IT Demand Models
9 Service Value 9Input for IT Strategy 9IT investment / de- investment strategy
9 Bus/IT Service improvement Roadmap 9ITSM Roadmap,
HP DDMI, ITFM
Business Service CI Footprint
3/26/2015 45 BSM Strategy & Program Framework – Mark Magruder
9Business Service Portfolio 9IT Service Portfolio 9IT Service Catalog
HP DDMI, ITFM
Charter Analyze Define
Step 2. Find all CIs (infrastructure assets) and relate to Business Service
3/26/2015 Loyola Systems Engineering ITSM briefing 46
Core SW
F5/CSS Dist/Agg SW
Server SW
Msg/Collab AD/LDAP
Business Application
DB Svrs Fibre Sw
Web/App Svrs
Bkup server
SAN Storage
Internal Business User/Customer PIP
Cloud
GW DMZ
Citrix Middleware Tools
Monitored by the NOC and managed by WAN DCLAN teams Datacenter Devices Business Office
FC Router/GW
External Customer/Guest
Backup Media
Internet
site carrier
Wireless
GW
Data Center
GW
Web Svrs
Supplier Managed Business & IT
Services
A Practical Approach to Achieving a Business & IT Service Management program (Financial model)
Identify & define your
Business & IT Services
Find All CIs & Assign to
Business Service
Step 1
Step 2
Step 3 Step 4 Step 5
Build Cost baselines. ID
Demand Factors Perform Value Assessments
Strategic Planning Business & IT Service
Improvement Roadmap
9IT Service Cost Model/Ledger 9IT Demand Models
9 Service Value 9Input for IT Strategy 9IT investment / de- investment strategy
9 Bus/IT Service improvement Roadmap 9ITSM Roadmap,
HP DDMI, ITFM
Business Service CI Footprint
3/26/2015 47 BSM Strategy & Program Framework – Mark Magruder
9Business Service Portfolio 9IT Service Portfolio 9IT Service Catalog
HP DDMI, ITFM
Charter Analyze Define
Step 3. Build the Cost Baseline
Gather IT cost data from all available sources • GL (automate to keep results current, accurate) • IT account ledgers • Contracts • Salaries & Expense Reports • Cost pool reports • Asset Repositories
Find a cost and associate it to an IT Service Asset in your new Service Portfolio defined in Step 1.
Step 3.1 IT Service Cost Visibility
Wintel Servers Unix Servers Data Center Ops Network Oracle etc. Service
Costs Total
Email X X X
Customer Care X X X
Analytics X X X X
Manufacturing X X X
Sales X X
Marketing X X X
Billing & Collections X X X X
Finance X X X X
Etc
Cost of IT Asset
IT Service Assets
IT Services
Assign Resources & IT Assets to Services
Step 3.2 IT Service Cost Visibility
Wintel Servers Unix Servers Data Center Ops Network Oracle etc. Service
Costs Total
Email 15% 14% 35% - Customer Care 25% 20% 13% - Analytics 50% 14% 5% 75% - Manufacturing 10% 14% 4% - Sales 25% 7% - Marketing 25% 14% 13% - Billing & Collections 25% 8% 5% 5% - Finance 25% 14% 18% 20% - Etc - - - - - -
100% 100% 100% 100% 100%
Allocate rough percentages based on usage/utilization
Percentages provide rough indication of
consumption by each service
Convert X’s to Percentages %
Step 3.3 IT Service Cost Visibility
Wintel Servers Unix Servers Data Center Ops Network Oracle etc. Service
Costs Total
Email $210,000 $56,000 $700,000 $966,000
Customer Care $350,000 $120,000 $260,000 $730,000
Analytics $375,000 $28,000 $100,000 $375,000 $503,000
Manufacturing $140,000 $40,000 $80,000 $260,000
Sales $350,000 $140,000 $490,000
Marketing $350,000 $44,000.00 $260,000 $654,000
Billing & Collections $187,500 $80,000 $100,000 $25,000 $367,500
Finance $187,500 $32,000 $360,000 $100,000 $579,500
Etc - - - - - -
$1,400,000 $750,000 $400,000 $2,000,000 $500,000 $4,550,000
Convert percentages to $Dollars Costs by IT Service
Step 3.4 Add monthly maintenance and support costs (allocation constants for high utilization network devices, facilities costs, etc)
3/26/2015 Loyola Systems Engineering ITSM briefing 52
Oracle SQL
The Business Business Service
Projects, Strategy, Knowledge, etc.
Network IT Services
Server Hosting IT Services
Database, Analytics IT Services
Application, Web Svr, App Svr, Services
Storage & Data Protection IT Services
OoCIO, 3rd Parties, Cloud, SaaS, AWS, Dealers,…
Monitoring tooling, orchestration
Core SW
F 5 / C S S
Dist/ Agg SW
Ser ver SW
Msg AD
Business Application Servers
DB Svrs Fibre Sw
We b/A pp Svr s
Bku p ser ver
SAN Storage
Business User/Custo mer
PIP Clou d
G W
D M Z
Citrix Middleware Tools
FC Ro ute r/G W
Guest/Custo mer
Backup Media
Internet
site carrier
Wir eles s
G W
Data Cente r
G W
We b Svr s
Supplier Managed
Business & IT Services
$ $ $ $
$ $ $ $
$ Roll up *all* costs to the “Business Service”
The Services Integration Layer from a “Business Service” perspective.
Step 3.5 Add any other costs, other overhead, indirect costs …
3/26/2015 Loyola Systems Engineering ITSM briefing 53
• Segment • Business Unit/Group
• Line of Business • Business Process
• Business Service $
Infrastructure costs
IT Support & Maintenance Costs (IT supporting Services)
Other Fixed and Variable Costs, or Recurring Allocations
$ $
Roll up all costs, IT transactions, projects, infrastructure, changes, events, incidents, overhead, etc. to the “Business Service”!
Working definition: A Business Service “automates“ a business process!
Step 3.6 Example: Building Service Demand Base Line
3/26/2015 BSM Strategy & Program Framework –
Mark Magruder 54
1. Identify demand factors for each Service 2. Identify demand factor business volumes 3. Identify forecasts for future business volumes 4. Characterize demand factors into IT events, requests & activities 5. Determine IT event, request and activity volumes 6. Associate IT events/requests/activities to your IT Service assets 7. Model utilization demands against IT Service assets
New Major Production
1000 orders, new …
100,000 App transactions
10 New Servers
4 TB Storage
3 Add’l FTEs
Etc.
Example: Characterizing a new major production…
3-Year Planning the ITSM way.
Step 3.7 Identify Unit Costs
3/26/2015 Loyola Systems Engineering ITSM briefing 55
Email Service Service Total Cost: $2,347,000 Work Unit: Employee Work Unit Volume: 5000 Cost per unit: $469.40
New Production Service Total Cost: $3,447,000 Work Unit: Widget/Activity Work Unit Volume: 7500 Cost per unit: $459.60
We are budgeting for a new attraction, movie, TV show, … that will add 375 production staff increasing Utilization of IT Services A, B, C by 25% & Capacity by 30% for the next 15 months.
3-Year Planning the BSM way.
Step 3.8 Using your Demand Baselines to make Forecasts
3/26/2015 Loyola Systems Engineering ITSM briefing 56
Demand Driver Demand Volume
Number of employees 5000
Average Mailbox size 500mb
Current State
9 50 Servers 9 1 TB Storage 9 5000 SW licenses Demand Driver Demand Volume
Number of employees 7000
Average Mailbox size 500mb
Future State
Add 2000 more employees
Model impact of demand on Business or IT Service
9 70 Servers 9 1.4 TB Storage 9 7000 SW licenses 3-Year Planning the ITSM way.
A Practical Approach to Achieving a Business & IT Service Management program (Financial model)
Identify & define your
Business & IT Services
Find All CIs & Assign to
Business Service
Step 1
Step 2
Step 3 Step 4 Step 5
Build Cost baselines. ID
Demand Factors Perform Value Assessments
Strategic Planning Business & IT Service
Improvement Roadmap
9IT Service Cost Model/Ledger 9IT Demand Models
9 Service Value 9Input for IT Strategy 9IT investment / de- investment strategy
9 Bus/IT Service improvement Roadmap 9ITSM Roadmap,
HP DDMI, ITFM
Business Service CI Footprint
3/26/2015 57 BSM Strategy & Program Framework – Mark Magruder
9Business Service Portfolio 9IT Service Portfolio 9IT Service Catalog
HP DDMI, ITFM
Charter Analyze Define
Step 4 Measuring Value
“Customers do not buy Services! They buy the fulfillment of a particular need.” This distinction explains the frequent disconnect between IT organizations and the business they serve. What the customer values is frequently different from what the IT organization believes it provides. The Mind Gap – Mind the Gap:
4.1 Measuring Value • “Essentially All models are wrong, but some
are useful”. George E. P. Box, Statistician
Business Models and Process flows fail to explain why some businesses succeed where others fail.
The IT Value chain – a series of value-adding activities connecting an organizations supply side with its demand side; a linear Model, based on the law of averages.
The IT Value Network – a web of relationships that generate tangible and intangible value through complex dynamic exchanges through two or more organizations focusing on value rather than activities along the chain.
Step 4.2 Tactical Value Assessments/IT to Business Analytics
3/26/2015 BSM Strategy & Program Framework –
Mark Magruder 60
9Number of Customers 9Number of Products Sold 9Number of Sales 9Number of Employees 9Number of Service Locations 9Number of Messages 9Number of Reports 9Number of Requests 9Number of Customer Service Calls 9Etc.
Divide Business Service Cost by IT Demand Driver to get unit cost:
Business Service CO$T Now see IT Service CO$T by Employee, per thing produced,
per report, per location, etc.
Acceptable? Can be improved? Compare with industry trends
& standards
Step 4.3 Map Business Services; strategic value vs business criticality
3/26/2015 BSM Strategy & Program Framework –
Mark Magruder 61
Map your Business Service Portfolio into a Gartner Magic Quadrant
Non-Strategic Low Value Strategic High Value
Critical to Success
Not Critical to Success
• Customer Experience • Automation • Strategic sourcing • Marketing • Hospitality • New products/services
• Customer Care • Billing & Collections • Disaster Recovery • HR Support • Messaging • Corp Sustainment • Virtualization
• Desktop Brand Strategy • Call Management
• Factory of the Future • Global Initiative 2015 • Collaboration • consolidation
De-invest Here
Optimize Here
Invest Here
Defer Here
One method or approach for comparing and assessing Value!
A Practical Approach to Achieving a Business & IT Service Management program (Financial model)
Identify & define your
Business & IT Services
Find All CIs & Assign to
Business Service
Step 1
Step 2
Step 3 Step 4 Step 5
Build Cost baselines. ID
Demand Factors Perform Value Assessments
Strategic Planning Business & IT Service
Improvement Roadmap
9IT Service Cost Model/Ledger 9IT Demand Models
9 Service Value 9Input for IT Strategy 9IT investment / de- investment strategy
9 Bus/IT Service improvement Roadmap 9ITSM Roadmap,
HP DDMI, ITFM
Business Service CI Footprint
3/26/2015 62 BSM Strategy & Program Framework – Mark Magruder
9Business Service Portfolio 9IT Service Portfolio 9IT Service Catalog
HP DDMI, ITFM
Charter Analyze Define
Step 5. Strategic Planning & Develop Service Improvement Roadmap
Where can we improve and save costs?
Categorize
•Running the business •Growing the business •Business Transformation
Strategy Sourcing
•Retain •Replace •Retire •Enhance
• In-house • Outsource • Partner
1. 3-5 yr Business Strategy => IT Strategies => IT Plans
2. Using new Cost Visibility tool & project estimations, model the future impact of Business Strategies on IT Strategy/Plan
3. Identify Service Improvement actions, Lens Analysis (next slide)
4. Rank Service Improvement Programs
5. Share plans & business case with Stakeholders
6. Agree on SIP & Roadmap, Assign Resources
Step 5 Identifying improvement opportunities through Lens Analysis.
Lens Things to Look for:
Cost Waste, Costs compared to industry trends, service penalties, unused or infrastructure or tied to low value Services.
Efficiency / Utilization
Any redundant processes, labor intensive, rework, Language or Communication challenges, over capacity /under capacity
Frustration Availability, Responsiveness, Reliability, difficult to use – deterrent or not using tool/application
Time Takes too long, bottlenecks, poor staff utilization
Risk Service Maintainability, Security Risk, Brand Risk
Customer Satisfaction
Poor satisfaction survey results, down-time & availability problems
Regulatory Audit deficiencies, material weakness in controls
Future Service Sustainability, Capacity, Performance
Value Business/Market Demands for More Value.
Step 5. ITSM Improvement Roadmap Improve
Customer Service Agreement
models
Optimize underpinning
contracts, OLAs, SLAs
Decommission Obsolete Services
Invest in new, High Value Svcs
Optimize ITSM processes, a Service Org.,
Governance, CSI Programs
Optimize IT Infrastructure
Improve Capacity,
Performance
CSI, Metrics, KPIs , SIP
Opportunities
Scope & Plan Design Develop Deploy Operate Operational Transformation
Service Support & Delivery Service Desk
Organization & Workforce Change Leadership
Training
•Assess IT Support & Delivery Procedures •Assess SLAs •Assess Org Structure & Governance, Leadership •Training & Workforce Assessment •Review Regs, Contacts, Bus. Req. Sec policy/privacy
•Update Support & Delivery Procedures •Update SLAs •Revise Org Structure, Governance, Leadership •Develop Transition Plan •Revise Training Plan •Develop or update Security & Privacy Plan
•Reconfigure IT Service Desk and Monitoring tools •Implement Org. and Governance changes •Workforce Development •Update Training Material
•Pilot and Deploy Update IT Support & Delivery Procedures •Repurpose Resources & Workforce •Conduct Training
•Operate & Monitor IT Support & Delivery Procedures •Report Progress •Communicate Lessons Learned •Ongoing training
Technology Transformation
Applications Storage Servers
Network Security BC/DR
Performance
•Gather Requirements •Analyze Applications •Analyze Date, Storage, Servers, Network •Analyze Security, BC/DR Plans •Assess Performance Metrics & Standards
•Reconcile Applications •Map Data to applications •Design Storage & Data Strategy •Design Server Consolidation Strategy •Network Design •Update BC/DR, Perf.
•Build Consolidation & or migration plans for applications, servers storage •Develop security controls •Dry run BC/DR plan •Pilot & Test Strategies
•Pilot Migrations •Migrate to new data center
•Implement Security Controls •Implement BC/DR Plans
•Monitor Application performance •Monitor Server and storage Performance •Monitor Security controls
•Measure Performance
Program Management
Business / IT Alignment Financial Analysis
Sourcing & Vendor Mgmt Communications
Risk Management
•Enterprise Program Management, •Concept Proposal, Project Charter, Goals, Budget Strat •Project Methodology •Sourcing Strategies •Risk Management •Financial Management
• Review Program Performance against Business Strategy •Business Case Development •Design Communication Plans, Risk Strategy
• Develop Project Methodologies •Develop Project Tracking improvements • Develop Source Selection metrics • Develop risk improvements
• Patch Project Methodology Weaknesses • Implement Project Tracking improvements • Execute on Communication Plan • Implement Risk plan improvements
• Monitor weekly project performance • Monitor project costs, schedule • Monitor Vendor Performance • Capture & Mitigate Risk conditions
Facilities Transformation Site Selection
Site Negotiations Facility Design
Facility Construction
• ID Location Criteria • Site Search Due Diligence • Facility Conceptual planning • LEC Service Comparisons • Tax, HR, Relocation Planning, other Incentives
• Facility Design • Design Security, controls • Network Design • Power & Earthquake pl. • soils, Zoning, Codes
• Complete Detailed Design, • Manage Permits • Sign Construction contractors
• Manage Construction • Manage Govt. Entities • Manage LEC/Net Svc provider • Build core power & Network grid.
• Obtain Occupancy Permits • Facility Start-up • Relocate • Initiate daily and weekly communications
Further Classification of Service Offerings
3/26/2015 IT Service Management – Mark Magruder 66
Venture
Growth
Discretionary Enhancements
Non - Discretionary
Core
Categories
Ri sk
s
Va lu
e/ T
im in
g
D is
cr et
io na
ry
Pr oj
ec ts
N
on D
is cr
et io
na ry
Co
st s Run the
Business
Transform The Business
Grow the Business
Risk
Includes Project based spending that creates new IT Services to broaden the company’s reach into new untapped markets. Includes Project based spending that includes new IT Services to deepen the company’s market penetration, aligned with existing commercial ops. This Category affords new levels of effectiveness & efficiency needed by the business but not provided by current assets or services. Spending in this category mitigates the impact of organic growth of consumption of core operational assets such as infrastructure components. Spending in this category represents the most basic “lights-on” operations, but critical to the business
Business Risk
Highest
Moderate to High
Moderate
Business Reward
Widely Variable
Moderate to High
Moderate
Excerpted from IT Portfolio Management Step-by-Step; Brian Maizlish & Robert Handler
Business Service Management Program
3/26/2015 Loyola Systems Engineering ITSM briefing 67
BSM Strategy and Program Overview • Defining Business & IT Services
• Business Service Mapping • Managing IT with Service Portfolio Management
• BSM 360 degree Support Strategy • Enterprise Monitoring Strategy • Transforming IT Service Delivery to be Business Service aware reducing
incidents!
• BSM Cost Model • Augment IT Financial Management with a Business Service Cost Model
• The BSM Client Engagement Strategy • Report on BSM performance & IT value add services vs. last P1 incident
and invoice/charges
• BSM Analytics, Big Data, and Reporting Strategy
Executive overview presentation
3/26/2015 Loyola Systems Engineering ITSM briefing 68
Core SW
F5/ CS S
Dist/Agg SW
Server SW
Msg AD
Business Application Servers
DB Svrs Fibre Sw
Web/A pp Svrs Bkup
server SAN Storage
Business User/Customer PIP
Cloud
G W
DM Z
Citrix Middleware Tools
FC Router/ GW
Guest/Customer
Backup Media
Internet
site carrier
Wireless
G W
Data Center
G W
Web Svrs
Supplier Managed Business & IT
Services
• Show Case studies • Show Scope
The BSM Business Case
3/26/2015 Loyola Systems Engineering ITSM briefing 69
• Directly ties IT costs to business activity, specific business processes, and the business services that automate them. • Know “why” money was spent, not just where. • TCO by Business Service • Business Units see actual costs! • Revenue Recognition by Business Service, Business Process, Business Unit • Simpler and more precise cost analytics because spend and consumption is now tied to business activity. • Estimate your IT costs before the bill comes. • Easier to compare business outcomes against expenditures. • Know which Business Services cost the most and why. • Easier to forecast financial impact of changed or new Business Services due to market changes. • Easier to place in a Gartner magic quadrant and make Business Service Value assessments. • Provide a framework easy for the business to understand for identifying, managing, and communicating for IT Service delivery. • Provides insight into demand and consumption of expensive IT Services and assets by Business Service. • Provides clearer IT operational visibility and a reduction in IT risk when making potentially high impact changes. • Improves IT efficiency, IT planning and project execution because Business Services and their IT assets are better understood. • IT metrics, KPIs and CSFs are tied to Business Services and thus business processes and outcomes. • Incidents, problems, changes to fix problems are all unplanned costs and can be allocated to Business Services. • Significantly improves reporting and communication between IT and the business. • Improves operational and strategic decision making because IT activity is tied to Business Services. • Speeds Value Creation and Simplifies Portfolio Management. • Helps simplify IT planning and budgeting because actual IT costs are tied IT activity and Business Services. • Help manage IT demand from the businesses and helps with forecasting because costs are known and more predictable. • Support and maintenance are more efficient due to greater visibility into business activity. • Change Freezes are tied to specific Business Services and their assets, not entire data centers putting unnecessary holds on
improvements!
Backup slides
3/26/2015 Loyola Systems Engineering ITSM briefing 70
• BSM Role Definitions and interaction strategy • Business Service Owner • IT Service Owner • Business Service Lead, Analysts, Specialists • Engineering and Architecture • IT Finance • Configuration Management • Support Desk/Operations Support • Service Delivery (suppliers)
• IT Finance/BSM Cost Model • Service Portfolio and Catalog Management • Service Demand Baselines/Forecasts • Value Assessments (Magic Quadrants) • Business Case • Case Studies • BSM Roadmap
BSM Roles (most already exist, but without a BSM perspective or desired outcomes)
3/26/2015 Loyola Systems Engineering ITSM briefing 71
• BU Executive Leader o Analyses portfolio of Business Service investments with CIO and CFO and makes strategic investment decisions o Analyzes costs vs. revenue, vs. value; value comparison assessments o Reviews project portfolio & score card with Business Service Owners o Works with Business Service Owners to execute on Business Plan and strategic IT needs.
• Business Service Owner o Sr IT manager/Director accountable to the Business Executive Leader for the health and full life-cycle of the Business Service. o Primary relationship manager with the Business Process Owner or BU Executive Leader o Works with IT Finance to determine annual and monthly TCO of Business Service (Application, Project, support) o Accountable for accuracy of information in Business Service Portfolio o Engages PMO and IT Service delivery towers for projects, enhancements, updates, fixes, maintenance, etc. … o Responsible for communicating Business Service’ strategy, operational objectives, performance requirements, metrics, reporting, etc o Approves all Application and Infrastructure changes affecting Business Service o Interacts with IT Relationship Management to collaborate on long term strategy, PMO, IT demand; issue /problem management
• Business Service Owner Leads, Analysts, Specialists o Works with Service Desk and is engaged in all incidents impacting Business Service to resolve all major and minor incidents. o Manages relationships with IT Service delivery towers and any external suppliers and ensures OLAs are in place with all providers. o Responsible for accuracy of information in Business Service Portfolio and Service Catalog;
9 Description, Support Plan, OLAs, user SLAs, request procedures, hours of operation, users, maintenance windows, etc. o Ensures all cost sources are automated as much as possible to support accurate monthly cost reporting and metrics. o Updates application portfolio, project portfolio, contracts portfolio, supplier portfolio, as appropriate. o Works with IT Service delivery towers and suppliers and orders IT supporting Services. o Establishes required metrics, KPIs, CSFs used by Service Owner and BU executive leaders (creates or submits requests to reporting team) o Works with Service Transition to ensure releases are fully supportable
• Business Service Configuration Management Specialist (IT Operations Data Management) o Ensures every CI (HW & SW assets) used by the Business Service is related to the Top level Business Service (CI/asset mapping). o Works with Business Service Owner/Leads and IT Service delivery towers to ensure any new infrastructure or software is promptly and
properly related to the Business Service the CMDB Process (i.e. ensures CMDB policy & process is followed) o Provides configuration management reports on CI attributes, status, etc. o Works with IT Service Delivery to ensure all new or retired infrastructure assets are properly maintained in the CMDB
BSM Roles (continued)
3/26/2015 Loyola Systems Engineering ITSM briefing 72
• Infrastructure Architecture & Engineering Teams o Works with Business Service Owners/Leads to Documents Business Service architecture in Business Service Portfolio o Analyses technology assets used by Business Services and designs and recommends upgrades, fixes, adjustments.
• Operations Support, Service Desk
o Fulfills level one service requests for Business Service users o Resolves minor incidents or escalates to appropriate resolver teams o Manages Major Incident resolution process o Works with Service Transition to ensure Desk is ready to support new services/features o Works with Problem and Change Management to reduce and eliminate problems and recurring incidents caused by Change o Prepares incident and availability reports
• Works with Service Owner Leads on CSI activities o Capture knowledge and impact assessment details to aid in service delivery or IM resolution. o Maintains runbooks and seeks out automation opportunities o Works with Service Transition and monitoring to ensure events and alerts are properly configured
• IT Service Owner (Delivery & Supplier Management)
o Sr. Leader/manager accountable for defining, designing, planning, releasing, and delivering IT Services. o Accountable for ensuring IT Service s are fully documented in the technical IT Service Portfolio o Accountable for ensuring new, existing, and retired infrastructure CI records are current. o Interacts with Business Service Owners, Leads, Configuration Management, and Service Desk and is responsible for mapping
infrastructure CI to Business Service CIs o Accountable for proper IT Service content in the Technical Service Catalog. o Follows established information security, change, and data management policies and processes. o Supports incident resolution o Executes Service Transition Plans ensuring documentation, training, runbooks, release plans, are sufficient for Operations Support.
• Service Management Executive
o Reports to CIO o Manages and Executes IT Strategy
Business Service Owner role definition
3/26/2015 Loyola Systems Engineering ITSM briefing 73
• Business Service Owner o Sr IT Manager/Director is accountable and responsible for the full life-cycle of the Business Service. o Daily interacts with Business Process Owner and manages portfolio of business service investments. o Manages customer relationships/demand. o Accountable for accuracy and currency of business service portfolio content. o Manages application, infrastructure, and technology demand . o Works with IT Finance to monetize business service and report on TCO of all Business Services in BU
Service Portfolio. • Business Service Owner Leads, Analysts, Specialists, Managers
o Accountable for ensuring Business Service is meeting business demand and sufficient capacity exists to support business and market elasticity. (APM, tooling, monitoring, performance, availability)
o Works with IT Service Owners and IT Operations Support to establish recurring support services. o Orders IT supporting Services as needed form IT Service Owners. o Responsible for Service Portfolio content including sub-sections: application portfolio, project
portfolio, contracts portfolio, supplier portfolio, customer relationships. o Maintains details in Service Catalog;
9 Description; SLA, request procedures, hours of operation, users, maintenance windows, etc. o Works with IT Service Owners and ensures all infrastructure assets used by the Business Service is
identified and mapped to the Business Service CI ensuring support process work effectively. o Manages relationships with IT Service Owners and their corresponding IT Service OLAs o Responsible for ensuring all cost sources are identified, automated, and appropriately roll up each
month to support regular service cost reporting and metrics. o Manages resolution of Events, Incidents, Problems, Capacity, Performance, Availability, etc. o Responsible for development and production of Business Service metrics, KPIs, CSFs used by Service
Owner and BU executive leaders
IT Service Owner (ST p. 330)
3/26/2015 Loyola Systems Engineering ITSM briefing 74
IT Service Owner is accountable for: • Sr. Leader/manager accountable for defining, designing, planning, releasing, and
delivering IT Services (full life-cycle management of technical IT Service). • Managing the Strategy, Design, Transition, Operation and Continual improvement of the
IT Service offerings • Defining and completing OLAs and the service meets agreed customer requirements • Accountable for ensuring new, existing, and retired infrastructure CI records are current. • Interacts with Business Service Owners, Leads, Configuration Management, and Service
Desk and is responsible for mapping infrastructure CIs to Business Service CIs • Ensuring IT Service is compliant with existing company processes and policies • Accountable for maintaining content in technical IT Service Portfolio and Service Catalog • Accountable for measuring and reporting on IT Service performance, quality, and
demand. • Works with IT Finance on monetization of IT Service offering(s) • Continually reviewing availability and capacity ensuring service meets demand or
customer requirements • Follows established information security, change, and data management policies and
processes. • Works with Operations support and participates in incident resolution efforts • Executes Service Transition Plans ensuring documentation, training, runbooks, release
plans, are sufficient for Operations Support.
