An Introduction to the Service Portfolio and Service Catalog Terence Okus HDI Tampa Chapter September 2009 © 2009 TakeAway KCS, LLC. All rights reserved.

Looking into Today’s Presentation Overview ITIL © V3 Foundation Refresh Service Service Management Service Value Service Strategy: Service Portfolio Management Service Design: Service Catalog Management Session Wrap-up

© 2009 TakeAway KCS, LLC. All rights reserved. ITIL © Foundations: A Refresh

© 2009 TakeAway KCS, LLC. All rights reserved. ITIL © V3 Follows a Lifecycle Metaphor and is Tightly Aligned to the Service Management Standard Service Strategy Continual Service Improvement Service Design Service Transition Service operation © Crown copyright 2007 Reproduced under license from OGC

© 2009 TakeAway KCS, LLC. All rights reserved. What is a Service ? A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks.

© 2009 TakeAway KCS, LLC. All rights reserved. What is Service Management ? A set of specialized organizational capabilities for providing value to customers in the form of services.

© 2009 TakeAway KCS, LLC. All rights reserved. What is Value ? Value Fit for Purpose Fit for Use

© 2009 TakeAway KCS, LLC. All rights reserved. Value: How ITIL © Sees It © Crown copyright 2007 Reproduced under license from OGC UTILITY WARRANTY T/F Fit for purpose? Fit for use? OR AND Performance supported? Constraints removed? Available enough? Capacity enough? Continuous enough? Secure enough? T: True F: False Value-created AND Utility: What the service does Warranty: How well it does it

© 2009 TakeAway KCS, LLC. All rights reserved. Service Strategy Service Portfolio Management (SPM)

© 2009 TakeAway KCS, LLC. All rights reserved. Components of the Service Portfolio?

© 2009 TakeAway KCS, LLC. All rights reserved. Service Portfolio: How ITIL © Sees It © Crown copyright 2007 Reproduced under license from OGC

© 2009 TakeAway KCS, LLC. All rights reserved. Service Portfolio Design Blueprints The Portfolio drives the Strategy and helps manage the investment Content: Service name, Description business processes, owners, users IT owners; supporting and dependent services and resources Service warranty, SLA, SLR, and OLA information Costs, charges, revenue if applicable Metrics Service Knowledge Management System Service Portfolio Service Lifecycle Service Pipeline Service Status: Requirements Defined Analysed Approved Chartered Designed Developed Built Test Released Operational Retired Service Catalogue Retired Services Customer/support team viewable section of the Service Portfolio (the Service Catalogue, with selected fields viewable) © Crown copyright 2007 Reproduced under license from OGC

© 2009 TakeAway KCS, LLC. All rights reserved. Service Portfolio Management Process Dynamic method for governing investments based on value Objective Manage the Service Portfolio to maximize returns and responsiveness while controlling risk Service Portfolio process Define Analyze Approve Charter Service Strategy Define Analyse Approve Charter Inventories Business Case Value Proposition Prioritization Service Portfolio Authorization Communication Resource allocation

© 2009 TakeAway KCS, LLC. All rights reserved. Exploring the SPM Process: DEFINE Collecting info from all existing sources Proposed services including those in conceptual phase Understand the opportunity costs of the existing portfolio. What can the service provider do and not do. Help to determine reallocation of service assets. Analyze the data collected in order to streamline collection exercises.

© 2009 TakeAway KCS, LLC. All rights reserved. Exploring the SPM Process: ANALYSE Strategic intent is crafted with a set of top-down questions: What are the long term goals of the service organization? What services are required to meet those goals? What resources and capabilities are required for the organization to achieve those services? How will we get there? Selecting Options RTB – investments centered on maintaining service operations GTB – investments intended to grow the organizations scope of services TTB – investments are made to move into new market spaces Budget Allocation Venture – create svcs in new market space Growth – create new svcs in existing market space Discretionary - enhance existing services Non-discretionary – maintain existing services Core – maintain business critical services

© 2009 TakeAway KCS, LLC. All rights reserved. Exploring the SPM Process: APPROVE Deliberate approvals or disapprovals of the future state Six ‘R’s (approval categories) Retain – svcs aligned Replace – svcs have unclear overlapping business functionality Rationalize – multiple svcs offered Refactor – fuzzy process or system boundaries, keep only core functionality Renew – meet functional fitness criteria Retire – svcs no longer meet minimum levels of technical and functional fitness

© 2009 TakeAway KCS, LLC. All rights reserved. Exploring the SPM Process: CHARTER Starts with a list of decisions and action items. This list and AI’s are communicated to the organization. Decisions should be correlated to budgetary decisions and financial plans. Newly chartered services are promoted to Service Design. Existing services are refreshed in the Service Catalog (through Service Transition). Retired services begin their sunset to Service Transition.

© 2009 TakeAway KCS, LLC. All rights reserved. Service Portfolio Management Review Provides Governance Mechanism “SPM is a dynamic method for governing investments in service management across the enterprise and managing them for value.” (SS 120) Objective: maximize return at an acceptable risk level. Value is demonstrated through the ability to anticipate change while maintaining traceability to strategy and planning. Process Define Analyze Approve Charter

© 2009 TakeAway KCS, LLC. All rights reserved. Service Design Service Catalog Management

© 2009 TakeAway KCS, LLC. All rights reserved. The Service Catalog TWO TYPES Business Services Catalog Technical Services Catalog Purpose is to provide a single source of consistent information on all of the agreed services and ensure that it is widely available to those who are approved to access it.

© 2009 TakeAway KCS, LLC. All rights reserved. The BSC & TSC: How ITIL © Sees Them

© 2009 TakeAway KCS, LLC. All rights reserved. Service Catalog Management Review `Purpose is to provide a single source of consistent information on all of the agreed services and ensure that it is widely available to those who are approved to access it. Goal is to ensure that a Catalog is produced and maintained, containing accurate information on all operational services and those being prepared to be run operationally. Objective is to manage the information contained within the Catalog and to ensure that it is accurate and reflects the current details, status, interfaces and dependencies of all services that are being run, or being prepared to run in the live environment.

© 2009 TakeAway KCS, LLC. All rights reserved. Wrap-up

© 2009 TakeAway KCS, LLC. All rights reserved. Risks Inaccuracy of the data in the portfolio and catalog (not being under change control). Poor acceptance of the Service Catalog and its usage in all operational processes. Inaccuracy of information received from the business, IT and the Service Portfolio with regard to service info. Lack of tools and resources required to maintain the information in portfolio and catalog. Lack of integration with other ITSM processes.

© 2009 TakeAway KCS, LLC. All rights reserved. What is Critical for Success ? An accurate Service Catalog Change Management Awareness Business users need to know what services are being provided IT staff should understand technology supporting the services Communication plan

© 2009 TakeAway KCS, LLC. All rights reserved. The Big Picture: How the Portfolio and Catalog Play Together

© 2009 TakeAway KCS, LLC. All rights reserved. For more information … ITIL © Service Strategy ISBN: ITIL © Service Design ISBN: Defining IT Success Through The Service Catalog: A Practical Guide, DuMoulin, Flores and Fine ISBN: Terence Okus