service management strategy / changegroup
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ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
SERVICE MANAGEMENT STRATEGY
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
SERVICE MANAGEMENT STRATEGY ROADMAP
Karsten Grinderslev
Owner STEPS AHEAD
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
AGENDA
• Why Service Management?
• What is a Service Management Strategy? – Why have one?
• Status today?
• Possible strategy output?
• Business alignment
• Service Management scope (Business Services)
• A simple SMS road map
• What’s in it for me?
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
CV
• IT Service Management, Strategy, Operation, Outsourcing, Tools, Processes, Change and Project Management
• Management since 1998: • CTO, Compaq outsourcing (2000-2002) • CTO, Ministry of Science… (2003-2005) • Service Director, Danisco (2005-2012)
• Owner, Steps Ahead since 2013: • Service Management (tools, processes, maturiy and xBU distribution) • Project/program management • Outsourcing • ChangeGroup consultant
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
WHY DON’T WE…?
• Cross business units measure all out services?
• Communicate with out users/customers in the most efficient way?
• Share knowledge in a structured and more efficient way?
• Focus on driving down ’ticket’ volume?
• Systematically analyze and uptimize processes?
• Work to change cost units into value add units?
• See all business units as service providers? • and act accordingly?
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
WHY SERVICE MANAGEMENT?
Service Management
Evolution at snail pace
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
WHAT IS A SM STRATEGY?
• Service Management is managing the services delivered by one or more business units – or company – to it’s users/customers.
• The Service Management Strategy (SMS) describes goals and how to meet the defined goals for the services in scope.
• The SMS is an underlying strategy to the company strategy and /or business unit strategy.
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
WHY HAVE A STRATEGY?
• Becuase: • A strategy align deliverables to the business
strategy • The strategy define goals and provide a path to
goals • A strategy tells you what to do – and that not to
do! • Measureable goals allows you to deliver KPI
status and adjust • A visible ”all inclusive” strategy – driven by top
management – matures the organisation • Benchmark with comparable organisations
becomes possible
The goal of the SM strategy is to support the business strategy in the most efficient way and thus be a value add rather than a cost centre
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
TWO MODELS
• Two models exist: 1. A cross BU Service management strategy 2. A BU Service management strategy
Business
Business Unit
Service management
Department: A - B - C
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
MODEL I
The purpose of the Service Management strategy is to support the business objectives at a required well defined service level in a cost-efficient manner.
How to organize (example) • All BU services are shown in the general Service catalogue • SLA is approved by management board and included in each service in service catalogue • All Service requests are managed via the shared SM platform (Service catalogue) • Each BU has a support organisation supporting the services in scope (or shared service org.) • The BU support organisation use the shared SM tool, processes and guidelines • The BU deliver the level of service described in the SLA • Shared reporting and dashboard services
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
WHY DIFFICULT TO IMPLEMENT? • Does it make sense? • Why has no one done it? • What are the main obstacles?
• No focus from CEO and board? • No business case? • Reluctance to change? • “We don’t want to be measured!” • “You cannot compare HR/Finance services to IT service!”
But isn’t Service management just:
The users or customers needs services
The service provider deliver the services as agreed
Satisfactory services = efficient users/customers
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
MODEL II
Each business unit may/may not have a SMS.
The strategy may not exist and/or differ from other BU strategies
Today’s services (examples) • HR: Local HR is available via phone Monday-Friday 9-16. No SLA • Finance: Finance requests are forwarded to a shared mailbox. No SLA • Facility services: Local FS is available via phone Monday-Friday 9-12. • Marketing: Find someone in Marketing who can help you! • IT: 24x7 Servicedesk, SLA on all tickets, application availability, infrastructure, end user computing etc.
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
STATUS TODAY?
• Less than 10% have a Service Management strategy!
• Most mature BU’s: IT, Finance, HR, Facility Services
• Some have fragments of a strategy (IT best in class) • SLA compliance, End-user satisfaction, 1st call resolution rate
• Development at slow pace last 10 years (IT) • Growing # of shared services (HR, Finance, IT) • Improved tools – more user friendly • ITIL processes matured • More business process focus • Horizontal scope developed
• Waiting for the business to tell us what they want! • Many companies without an IT Strategy, SLA, etc.
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
HOW IS THE MARKET EVOLVING?
• Cost of services are in focus – value for money • Outsourcing always an option
• Deliver service in the most efficient way • Demand for automation • Increasing self service • Better and more efficient support channels • Alignment cross BU’s • New support channels (FB, Twitter)
• Services / applications / products = simplified and aligned
• Services moves to the cloud • IBM estimate 50% in 2017
• IT budget moves to the business • IBM estimate 80% owned by the business in 2020
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
POSSIBLE OUTCOME?
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
POSSIBLE OUTCOME?
• More automated processes will provide: • Lower cost / request • Faster resolutions (more efficient users, more satisfied users, incident reduction, reduced
delivery cost)
• Push knowledge to the users will provide: • More self service will allow users to find information faster (24x7) • eLearning will mature users, increase efficiency and reduce IT cost
• Share services cross Business units will: • Unify/align service processes (reduce cost/maintance, share reporting) • Reduce operational cost (all use same platform/application) • Provide common service catalogue (simplify user access)
• Maturity will secure focus on the strategy, CSI and Business • Increased focus on business understanding and requirements • Knowing what not to do
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
IT STRATEGY ! ITSM STRATEGY
Business Strategy HR
Finance
Marketing
Procurement
Legal
Etc
IT Strategy Operation
Application
Service Management
Servicedesk Operation Application
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
THE IT STRATEGY
Horizontal ITSM strategy
Ope
ratio
n
App
licat
ion
Dig
ital
plat
form
s
Ser
vice
desk
Ons
ite
supp
ort
Vend
or
mgm
t
Fina
nce
Vision & Mission
Governance
Architecture
Operation & Infrastructure
ITSM
Project
Vendor & Partnership
Sourcing
IT Strategy
ITSM Strategy is one of many
components in the IT Strategy
Focus
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
BUSINESS ALIGNMENT
Competitive advantage • High quality products • Efficient low cost delivery
Process innovation • Optimizing business processes • Maximize automation
Operational excellence • Live cockpit information • Zero incidents • Best in class
New Markets & Channels • Grow AP by 25% • Include Africa ($1B)
Competitive advantage • Upgrade SAP v 12.5 • Provide onsite support at critical plants
Process innovation • Commit to build BPO office • Map process landscape and optimize
Operational excellence • BI/Cockpit solution • Develop business incidents cockpit • Establish IT Academy
New Markets & Channels • Secure IT scalability • Establish AP/Africa support org.
Business Strategy IT Strategy SM Strategy Competitive advantage • Deliver 24x5 SAP support Q2-15 • 24x5 onsite support in India, China, SA – Q4-15
Process innovation • Create IT process team • Support SM process usage cross business units
Operational excellence • IT Academy training in min. 50% business application in 2015
• >90% in 2016
New Markets & Channels • Secure IT scalability Q3 2015 • Setup onsite org. in AP Q3 2015
What will the IT strategy do to support the business strategy?
What will the SM strategy do to support the IT and the business strategy?
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
THE STRATEGY BREAK DOWN - I Business Strategy
Increase employee efficiency
IT Strategy • Provide Academy platform • Reduce # IT support tickets • Automate support process • Better support channels
SM Strategy • Build Academy platform. With HR create eLearning sessions on most
important business applications (Q4 2015) • Create Problem Management team – reduce # tickets by >5% (end Q4
2015) • Build Service catalogue and automate request/Incident handling where
possible. More than 5% automated (end Q3 2015) • Deliver 24x5 chat support (Q2 2015). More than 20% user tickets via chat
(end Q4 2015)
IT Operation • Build eLearning platform according to
specs. before end Q1 2015 • KPI: Availability >99,5%, Incidents
<5/month, daily backup with 95% success (from Q4 2015)
IT Application Services
• With HR configure eLearning application (ready end Q2 2015)
• Develop support process (end Q3 2015)
• Create eLearning modules (with identified business teams) – ready 1. Dec 2015
IT Servicedesk • PM: Create PM team, define goals and make plan.
Execute plan – measure, report • SC: Appoint responsible. Analyze processes, make
automation/marketing plan, execute, measure, etc • Chat: Appoint responsible. Define scope, make
implementation and marketing plan, execute, measure, etc
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
THE STRATEGY BREAK DOWN - II
Servicedesk manager Responsibility: Overall responsible Tasks: Appoint responsible within SD,
define scope, approve project plan, follow up on progress, make necessary org. changes, report progress to strategy board
Appraisal: Part of appraisal and bonus programme
IT Servicedesk • PM: Create PM team, define goals and make plan.
Execute plan – measure, report • SC: Appoint responsible. Analyze processes, make
automation/marketing plan, execute, measure, etc • Chat: Appoint responsible. Define scope, make
implementation and marketing plan, execute, measure, etc
Project responsible Responsibility: Deliver chat functionality (using
existing Lync application) to all users and secure it’s being used as planned
Tasks: 1. Create PID, project plan, RACI, training plan etc. 2. With Marketing create marketing/communication
plan 3. Execute plan and report as agreed with SD manager Appraisal: Part of appraisal and bonus programme
SD employee Responsibility: Use chat as describes in role
description. Support increasing use of chat Tasks: 1. Login to “Chat support” when on duty 2. When communicating with user first try
chat 3. Encourage users to use chat Appraisal: More than 15% tickets closed
using chat
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
SUMMARY Business => IT Strategy mapping • Goal 1 • Goal 2 • Etc…..
ITSM Strategy • Goal 1 • Goal 2 • Etc…..
Projects • Project 1 • Project 2 • Etc…..
Business <> IT SLA • Agreed services • Agreed Service levels
Behavioural changes • Departments • Teams • Individuals
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
SM STRATEGY EXAMPLES
End user satisfaction >95%
From Q2 2015
1st call resolution rate >70% Q4 2015
Gold appl. availability >
99,95%
Problem management reduce tickets >5% per year
Problem management reduce tickets >5% per year
Silver appl. availability > 98,50%
From Q1 2015
Onsite support solves < 15% of all tickets
Q3 2015
Successful Changes > 90%
Language support (DK, UK, DE, FR, ES) available Q4-2015
Chat via Service catalogue available
Q2 2015
Academy training platform available
Q3 2015
Project HR ITSM platform -
available Q4 2015
Project Finance ITSM platform -
available Q4 2015
Weekly SLA reports to business stake holders
Q3 2015
>80% support via Service catalogue
Q2 2016
Master Business SLA signed
Q3 2015
End user satisfaction survey process implemented
Q2 2015 8x5 direct SAP 2nd
level support channel implemented
Q2 2015
Servicedesk chat support (Lync) implemented
Q4 2015 1st call resolution
rate >60% Q2 2015
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
THE SM ROADMAP Describe & scope the Strategy
Describe Services
Finance and
resource overview
Create business
case
Prioritize and
Approve
Plan & Execute
Measure Adjust
Change (CSI)
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
• Appoint SMS owner
• Define organisation
• Setup SMS board (IT/Business)
• SMS board workshop (1/2 - 1 day) • Map services to IT strategy goals • Discuss SM goals (pro/con) • Business value (where/whom?) • Output: SM strategy draft (v/1)
DESCRIBE & SCOPE
Describe & scope
the Strategy
Describe Services
Finance and
resource overview
Create business
case
Prioritize and
Approve
Plan & Execute
Measure Adjust
Change (CSI)
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
• Detailed description per service incl.: • Resources needed (=> capability mapping) • User/customer involvement • Describe the service (purpose and expected
outcome)
• Workshop with team: • Define the service process • Define service delivery team(s) • Tool requirements/adjustments • Test scenarios + plan • Measurable goal(s) • Reporting requirements • Complete ”Service template”
DESCRIBE THE SERVICES
Describe & scope
the Strategy
Describe Services
Finance and
resource overview
Create business
case
Prioritize and
Approve
Plan & Execute
Measure Adjust
Change (CSI)
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
• Investment needed (SMS owner): • Internal resources
• IT capabilities • Business capabilities
• External resources • Tools • Marketing • Maintenace • Other?
• Ressource investment overview
FINANCE AND RESOURCES
Investment 2015 Cost Per year (+2016)
IT internal IT external Business
100 hrs 30 hrs
N/A
50.000 dkk 30.000 dkk
5.000 dkk
Tool 0 dkk
Maintenance 0 dkk
Marketing (internal) 30 hrs 15.000 dkk
TOTAL 95.000 dkk 5.000 dkk
Describe & scope
the Strategy
Describe Services
Finance and
resource overview
Create business
case
Prioritize and
Approve
Plan & Execute
Measure Adjust
Change (CSI)
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
1. Workshop: Service value (IT<>Business)
2. Investment required (previous task)
3. Outcome • Cost change in IT/Business • Value add:
• Users, IT (efficiency) • Customers
4. Complete business case incl.: 1. Hard value (netto cost +/-) 2. Soft value (business value) 3. Pay back time and assumptions & prerequisite 4. Recommendation
CREATE BUSINESS CASE
Describe & scope
the Strategy
Describe Services
Finance and
resource overview
Create business
case
Prioritize and
Approve
Plan & Execute
Measure Adjust
Change (CSI)
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
EXAMPLE
Service “Automate Hire process”
Volume Cost Saving How to measure cost savings
Investment + 3 yrs service 110.000 dkk
Servicedesk efficiency: Service use/year = 500 Saving/service = 200 dkk
300.000 dkk Save 0,25 FTE in Servicedesk
Customer value: Service use/year = 500 Saving/service = 100 dkk
150.000 dkk ??
Pay back time < 10 mth
Net value (3 year period) 340.000 dkk
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
SMS board and business representatives
1. Prioritize services 1. Mandatory services 2. Other services (business value – effort – cost)
2. Map services to budget
3. If needed – adjust services in scope to meet budget – or adjust budget
4. Obtain CIO approval (optional CFO)
PRIORITIZE AND APPROVE
Describe & scope
the Strategy
Describe Services
Finance and
resource overview
Create business
case
Prioritize and
Approve
Plan & Execute
Measure Adjust
Change (CSI)
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
EXAMPLE
Service Type Cost 2015 Cost 2016 Business value per year
Pri
Infrastructure Mandatory - running 1M dkk 1M dkk High 1
Service catalogue New service (all) 0,25M dkk 0,1M dkk 250.000 dkk 2
Service “Hire process” New service (HR) 110.000 dkk 0 110.000 dkk 2
Service “SD availability” Extended service (IT) 100.000 dkk 100.000 dkk ? 4
Service “BYOD support” Mobile support 100.000 dkk 100.000 dkk Medium 3
Service XX ….
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
1. Appoint PM 2. Define implementation team (RACI) 3. Allocate resources 4. Create project plan (all services in scope) 5. Describe tasks 6. Identify stakeholders 7. Create communication plan 8. Obtain approval ----------------------------------- Execute project plan
PLAN & EXECUTE
Describe & scope
the Strategy
Describe Services
Finance and
resource overview
Create business
case
Prioritize and
Approve
Plan & Execute
Measure Adjust
Change (CSI)
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
1. As defined in project plan: • Measure results • If deviations, prepare recommendations • Resport to SMS borad
2. Adjust if needed and approved by the the board 3. Adjust SMS scope accordingly 4. Communicate to stakeholders if scope change 5. Update Service catalog
MEASURE / ADJUST / CHANGE
Describe & scope
the Strategy
Describe Services
Finance and
resource overview
Create business
case
Prioritize and
Approve
Plan & Execute
Measure Adjust
Change (CSI)
ChangeGroup Flæsketorvet 68 DK-1711 København V
Telefon: +45 3332 7778 info@changegroup.dk www.changegroup.dk
WHAT’S IN IT FOR ME? Role Possible outcome Business (CEO, board) • IT service delivery aligned to business needs
• Possibility to Influence service scope and level • Cost transparency • More efficient organisation
End users • Increased efficiency • Better and faster support • Service level visibility
Customers • More likely that Service will meet customer expectations
CIO • Business & IT strategy transparency • Knowing what NOT to do • Align IT services to business needs and obtain business approval • Easier to benchmark
Servicedesk manager • Clear goal definitions • Knowing what NOT to do • Easier to map Servicedesk goals to individual goals (FTE) • Easier to define service catalogue
CTO • Better Knowledge sharing • More efficient operational processes (ITIL) • Move more tickets to ServiceDesk
IT Consultant • Identify new “customers” • Reuse IT experience in other BU’s • Increase experience with other BU’s
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