Defining Services for Your IT Service Catalog

Defining Services for Your IT Service Catalog
March 2008 Defining Services for Your IT Service Catalog This presentation is helpful for those IT organizations that are thinking about or just starting to define their IT Services and Service Catalog. For the IT Service Catalog to achieve its goals and objectives, a large amount of work must be done to properly define the IT Services that are going into the Service Catalog. Think of the view of the Service Catalog that is presented to the customer via a Webpage or self-service tool as the “tip of the iceberg”. There is a significant amount of information that must be collected and consolidated “under the water” in order for the Service Catalog model to work and without that information, there will be no iceberg. Copyright 2008, Integrated Solutions Management Integrated Solutions Management, Inc.

March 2008 Integrated Solutions Management Presentation Objectives Understand IT Service and Service Catalog Concepts Review Service Definition Keys to Success Provide Usable Concepts, Tools and Techniques, and Best Practices Answer Questions To discuss a successful strategy for defining your IT Services, this presentation will provide a level-set on IT Service Definition and Service Catalog concepts, will identify keys to success for IT Service Definition, and will provide practical and re-usable concepts, tools and techniques, and best practices to make the job easier and of more value to the Enterprise. Copyright 2008, Integrated Solutions Management Integrated Solutions Management, Inc.

March 2008 Integrated Solutions Management Corporate Background / Customers Enterprise/IT Transformation IT/Business Alignment and Governance Process Engineering and Automation Organization Change Management Service/Asset Management Service Management Asset Management Relationship Management Solution Management Portfolio Management Project Management Program Management Office Solution Lifecycle Services Integrated Solutions Management, Inc. (ISM) was founded in 1991 with a vision of helping organizations define and manage change to their organizational structures and business processes. For the past 17 years, ISM has been working with corporations to improve Information Technology (IT) strategy, performance, and alignment with the Enterprise. Due to ISM’s ability to produce results within any existing culture, corporations soon began to entrust project management of mission critical projects to ISM, both inside and outside of IT. As a "Solutions Partner", ISM helps organizations to improve overall performance while maintaining focus on core competencies and day-to-day business, allowing them to stay ahead in the competitive marketplace. As a “Solutions Architect”, ISM helps organizations to evaluate, re-engineer, and formalize their organizations, business processes, IT Services, and management systems to achieve the greatest return on investment, while designing in the flexibility to respond quickly to changing business and technology requirements. ISM has provided professional services to a variety of companies spanning most industries from multi-national Fortune 50 companies to local small and medium-size entities. In many organizations, ISM has provided services from all three areas of expertise to help the IT organization “operate like a business.” Copyright 2008, Integrated Solutions Management Integrated Solutions Management, Inc.

March 2008 Integrated Solutions Management Questions – Where are we starting? How many have a defined and published IT Service Strategy? Service Objectives – KPI’s Processes across IT including outside service providers and into the business Roles and Responsibilities for IT, Third-Party Vendors, and Customers IT Services defined and available from a Service Catalog Was the Strategy defined before the Service Catalog, after the Catalog, or were they defined together? Has anyone defined and implemented their cost and chargeback model for IT Services? Does anyone forecast demand for IT Services in support of budget? How many are using ITIL as a guide to define their IT Services and the Service Catalog? Have you found that ITIL is easy to understand and follow or is that why you are here? To help present the service definition concepts at the level required of the audience, several questions need to be asked to get a sense of “where are we starting”. Information gathered during this time will be woven into the presentation as it unfolds. Copyright 2008, Integrated Solutions Management Integrated Solutions Management, Inc.

March 2008 Integrated Solutions Management Where are You in Organizational Maturity? To follow up on the theme of the previous slide, it is critical that whomever is leading the IT Service Definition and Service Catalog effort knows where these particular disciplines usually fall in an IT Maturity Model and where their organization basically is now. Many of the Maturity Models have basically the same principles and same levels of performance – Three models are shown here (the ITIL Service Management Maturity Framework, ISM’s Stage of Maturity Framework, and Gartner’s IT Management Process Maturity Model). By using the industry-recognized Gartner Maturity Model, “Define Services, Service Catalog, and Monitor/Report on Services” are in the 4th Maturity Level (Service). If the IT organization is Basically performing at any level below the 4th level, it has a gap to be “bridged”. As can be seen, depending upon where your organization is, this may not be a simple, short-term effort. AS mentioned earlier, the Service Catalog is not simply a web page or a self-service tool. In order to be successful in defining IT Services and the Service Catalog as a management system, the organization must be performing somewhere in the 3rd level of Maturity (Proactive) or the organization will not have the required processes, disciplines, and management systems in place to effectively take on the requirements for defining and publishing the IT Services and for implementing and managing the Service Catalog. Without this management infrastructure and level of consistent service delivery performance, the Service Definition and Service Catalog effort is really “ahead of its time”. Copyright 2008, Integrated Solutions Management Integrated Solutions Management, Inc.

March 2008 Integrated Solutions Management Service Management Definitions (ITIL) Service Management – A set of specialized organizational capabilities for providing value to customers in the form of services. Service Strategy – Establishes an overall strategy for IT Services and for IT Service Management. Service – A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks. Service Portfolio – Complete set of services managed throughout their lifecycle by the service provider. Service Catalog – A sub-set of the Service Portfolio. It contains information about the Services that are available to the customers and how to order and request them. One of the benefits of using the ITIL framework is consistent use and understanding of specific terms between people. Some of the key ITIL Service-related terms are shown here. Two definitions to focus on are the Service Portfolio and the Service Catalog. It is important that everyone understands the differences between the two. The Service Portfolio includes Services in all stages of their lifecycle (planned, in design, in development, in production, and retired). The Service Catalog contains a sub-set of Services from those in the Service Portfolio. The Services in the Service Catalog are primarily those that are in a productive state. There are two views of Services within the Service Catalog: The Customer view containing those IT Services available to be ordered and provisioned to the customers and the Business View including those behind-the-scenes and technical Services that are for use by the IT organization to support the Services provided to the customers. Copyright 2008, Integrated Solutions Management Integrated Solutions Management, Inc.

March 2008 Integrated Solutions Management Service Design & Management Process ISM has combined Service Portfolio Mgmt, Service Catalog Mgmt, and Demand Mgmt from Version 3 to form Service Design and Management Process Assign “Ownership” for Service Design Process, IT Service Strategy, IT Service Portfolio, and Service Catalog Review Enterprise Structure (Org Chart) and Strategy to identify Customer Sets and define Business Value objectives Define overall IT Service Strategy with requirements before defining IT Services Define Enterprise Services and Standard Services into a Service Catalog with Business (Customer) View and Technical (IT) View A critical success factor for defining Services and managing the Service Catalog on an on-going basis is a well-defined process or set of processes. In ITIL Version 3, there are three processes that address these requirements: Service Portfolio Management, Service Catalog Management, and Demand Management. In ISM’s IT Governance Model Version 3, we have combined these three processes, together with other best practices that we have developed over the years, into a end-to-end process called “Service Design and Management.” It contains the critical strategic and tactical planning activities required to define the Services while building out the IT Service Catalog. One of the first steps is to assign the required “ownership” for the process, IT Service Strategy, IT Service Portfolio, and Service Catalog. Having “ownership” ensures continuous improvement. While many organizations start defining their services from the desktop out (like IMAC service requests for PC’s), we recommend that the organization focuses instead on those Services that deliver measurable value to the Enterprise – Enterprise Services. Using these as the starting point, an IT Service Strategy based upon delivering business value can be developed supporting an Enterprise Service and Standard Service Model. The specific Enterprise and Standard Services are then defined once the overall Service Strategy is completed, are included into the Service Catalog, and are communicated to the business unit customers and em,ployees. Copyright 2008, Integrated Solutions Management Integrated Solutions Management, Inc.

March 2008 Integrated Solutions Management Service Design & Management Process The process of defining IT Services consists of collecting and consolidating disparate information from across the Business and the IT organization into defined, manageable, and measurable entities. Business Units/Departments/Locations Enterprise and IT Business Processes Enterprise and PC Applications Infrastructure Hardware and Software Components IT Standards and Policies Privacy and Security Requirements IT Organization Roles and Responsibilities IT Staff and Skills Third-Party Vendors Service Management Category/Sub-Category Model Backup-Restore Strategies Incident Resolution and Escalation Rules Service Request Approval Rules Change Management Rules Root Cause Analysis Teams Configuration Items (CI’s) Defined Workflows Software Release Strategies Disaster Recovery Plans and Downtime Procedures Service Level Goals and Agreements As was mentioned earlier in the presentation, defining IT Services is like the part of the iceberg “below the water”. A key component in the process of defining the services, especially Enterprise Services, is the collection and consolidation of disparate information from throughout the IT organization and from the Enterprise itself. Examples of the types of information that are required to effectively define the Services are included on this slide. Copyright 2008, Integrated Solutions Management Integrated Solutions Management, Inc.

March 2008 Integrated Solutions Management Service Design & Management Process Assign “Service Manager” responsible for accuracy of the Service Catalog IT Services must evolve as strategies and customer requirements change The Service Catalog is maintained using Change Management Process Reconcile IT Services with Service Management Category/Sub-Category Model and CMDB to improve decision-making and reporting Measure delivery of IT Services to Business Value objectives in Service Strategy Once the IT Services are defined, both Enterprise and Standard, the Service Catalog, both the customer view and the business or IT view, can be built. As with so many other data-based tools within IT, the Service Catalog must be kept current and accurate as new Services are defined and current Services are enhanced or changed. If the IT organization has an operational Change Management process, that should help keep the Service Catalog up-to-date. Even if Change Management is in place, the organization must assign a “Service Manager” to ensure the Service Catalog is properly managed and maintained. Assuming the IT organization requires effective decision-making and management reporting on delivery of its IT Services, a critical success factor will be a tightly managed relationship with the Service Management Category/Sub-Category Classification Model and/or the Configuration Management Database (CMDB) built into the service management/service desk toolset. If the IT Service definitions and the Category/Sub-category Model and CMDB are not in synch and/or kept in synch, all of the day-to-day transactions that flow through the toolset will be classified using one model while classification for management reporting on IT Services will be using another model. This will lead to inaccuracies and inefficiencies. However the IT organization performs its measurements and management reporting, it should measure the delivery of IT Services to the business value objectives in the IT Service Strategy. Copyright 2008, Integrated Solutions Management Integrated Solutions Management, Inc.

March 2008 Integrated Solutions Management Defining IT Services – Enterprise Services Integrated Services provided to the entire Enterprise or to Business Units or Departments Comprised of end-to-end availability of Business Applications, Hardware/Network infrastructure components, Service/Support Model, Backup/Recovery, Security, Delivery Performance to the Desktop Defined Services to support IT/Business Alignment and measure Business Value of IT Organization Starting Points: Enterprise and IT Strategies Organization Charts (Business Units) Business Impact Analysis Reports Enterprise Services are the types of IT Services that are the basis or foundation for today’s Service Level Agreements between the IT organization and the enterprise business units. As was mentioned earlier, defining these Enterprise Services takes time, thought, and critical data (from within the business and from within IT) and they are best defined with cooperation of and collaboration with the business units that are going to be receiving the Services. Good starting points for identifying potential Enterprise Services are examining: the Enterprise and corresponding IT Strategies; organization charts that define the organizational business units and departments; and, the Business Impact Analysis reports and their respective business continuity strategies. By understanding which business units and applications solutions are critical to continuing Enterprise business operations, its helps identify key customer sets and the value in delivering these Services to those customer sets. Copyright 2008, Integrated Solutions Management Integrated Solutions Management, Inc.

March 2008 Integrated Solutions Management Enterprise Service Definition Template Service Information Service Name Service Description Enabled Business Processes Critical Success Factors – Business & IT KPI’s in IT Management System Location of Service Delivery Relationships to other Services Service Owners (Business and IT) Service Level Goals / Agreements Customer Information Customers (Business Units) Customer Roles and Responsibilities Super Users Compliance Information Security Requirements Privacy Requirements Data Retention Requirements Other Information Documentation and Training Information Management Standards and Policies Backup / Restore Requirements Scheduled Maintenance Requirements Support Structure Service Availability Requirements Service Coverage Required Service Coverage – Off-Hours Strategy Service Maturity Level – People, Process, Technology Support Skills Required Responsible Support Staff Vendor Contract T&C’s and IT Vendor Mgmt Service Components in Lifecycle Support Processes ITIL Version 2 Processes ITIL Version 3 Processes By using a common template to collect and consolidate information from across the Enterprise, the definition of Enterprise Services will be easier to develop, reconcile, compare, and measure to get a true picture of the IT Services delivered to the Enterprise. The Enterprise Service Definition template includes service-related information, customer information, compliance information, and other unique information. From a support standpoint, the template also addresses the required support strategy and structure within IT and the business, and defines how each of the ITIL Version 2 processes and many of the Version 3 processes support the delivery, support, maintenance, and performance improvement of the Service. The Enterprise Service and Standard Service templates are available from ISM at or Copyright 2008, Integrated Solutions Management Integrated Solutions Management, Inc.

March 2008 Integrated Solutions Management Defining IT Services – Standard Services Personal Service Requests Usually involve System Access or Install, Move, Add, Change or Remove (IMAC) activities for Hardware and Software components Governed by Architecture Standards and approval policies Defined workflow, Customer responsibilities, IT responsibilities, Service Level Targets, costs Should set target of 80% of Service Requests ordered using Standard Services - Presented to Customers via IT Service Catalog Standard Services are the types of IT Services that are usually defined first within the IT organization and make up the majority of the Services provided to the customers using the Service Catalog. Because they are ordered and delivered to individual users and can be defined and provisioned for consistent performance, they should make up a large volume (target of up to 80%) of the service delivery activities of the organization. They can significantly improve efficiency and effectiveness of the IT organization while improving overall customer satisfaction. Standard Services are defined: Based upon current architecture and technical standards, To be delivered to individual employees (PC,s, laptops, PDA’s, software, accounts, phones, system access, etc.) Consist of typical activities that are requested including: Install, Move, Add, Change, and Remove (often called IMAC) By developing a matrix of technology types against requested activities, an initial list of the organization’s Standard Services can be developed. Once the list of potential Standard Services is defined, a Service definition template should be used to ensure efficiency and consistency across the Services. The template includes the description of the service, location of service delivery, approval rules, requirements and prerequisites, customer responsibilities, IT responsibilities, defined workflow from order to production, service level targets, costs, and chargeback rules. Copyright 2008, Integrated Solutions Management Integrated Solutions Management, Inc.

March 2008 Integrated Solutions Management Standard Services Definition From Customer Perspective: Explicit definition of specific technology supported and available from IT, including hardware, software and applications Individual Services can be packaged - “On-boarding New Employee” Description of the Customer’s responsibilities and the procedures by which requests are made and fulfilled Commitment to deliver Standard Services or “packaged Services” to defined Service Level Goals From IT Perspective: Staffing and skill set requirements to provide necessary support Roles, responsibilities and assignment procedures within the IT organization and third-party vendors to deliver the level of service quality Workflow within IT to deliver the service to Customer within defined Service Level Goals By using a common template, the definition of individual Standard Services provide information from both a customer and IT perspective. The customer-perspective information is presented to the customers by way of the Service Catalog. The IT perspective information is used behind-the-scenes to efficiently provision the service. Many organizations are interested in combining individual Standard Services into “packages” to accomplish a specific activity. The most common packaged services are “employee on-boarding” which consists of provisioning equipment, software, accounts, phones, system access, etc. for a new employee or contractor. It should be noted that packaged services like “employee on-boarding” often includes responsibilities from functions outside control of the IT organization (e.g., HR, Facilities, Security, etc.). ISM recommends that the IT organization define out their Standard Services and put them in the Service Catalog first before engaging other functions. In this way, it should help illustrate the requirements of the other functions which, in turn, should reduce the definition complexity and shorten the timeframe. The Enterprise Service and Standard Service templates are available from ISM at or Copyright 2008, Integrated Solutions Management Integrated Solutions Management, Inc.

March 2008 Integrated Solutions Management Current Example – Local Hospital Enterprise Services (34 Total) and Standard Services Clinical Services (13) Hospital Business Services (6) IT Services (15) including: Desktop and Customer Services Several Standard Services (IMAC) Office & Collaboration ( ) Several Standard Services (IMAC and ) Privacy & Security Several Standard Services (Systems Access) Telecommunications Web Services Several Standard Services (Internet Access) Locally to the Tampa Bay area, ISM is assisting an IT organization define their Enterprise Services that they provide to the hospital. By using the hospital's functional organization and the application software list as the guide, thirty-four (34) Enterprise Services were identified. The services are being defined by collecting and populating available information into an Enterprise Service template, reviewing and revising the service definition with the IT Service Owner, and validating and revising the Enterprise Service with the Business Owner (if required). Following definition of the IT Services that are delivered to the hospital, the IT organization is developing the Standard Services that will go into their Service Catalog. Copyright 2008, Integrated Solutions Management Integrated Solutions Management, Inc.

March 2008 Integrated Solutions Management The Service Catalog Service Catalog – 20% Customer Information; 80% IT Information Customers (via self-service portal) Primary interface for requesting new IT Services Monitoring status of service requests Business Leaders and Relationship Managers Use information to establish goals agreements Forecast demand and manage costs IT Service Delivery Personnel Organize and manage effective and efficient service provisioning As has been mentioned throughout this presentation, the Service Catalog is what is visible to the customers, literally the “tip of the iceberg”. Without the service definition information “under the water”, there is no Service Catalog, just a pretty web page. And the Service Catalog itself is really 20% customer information (customer view) and 80% IT information (business view). From a customer perspective, the Service Catalog is the “face to the customer” for IT Services and can often be used to monitor and report current status of service requests. From a business leader and IT Relationship Management perspective, the Service Catalog contains information (as interpreted by the Relationship Manager) to develop Service Levels Agreements,. to forecast demand for IT Services, and to manage costs. From an IT service delivery perspective, the business view of the Catalog helps organize and manage effective and efficient service provisioning. Copyright 2008, Integrated Solutions Management Integrated Solutions Management, Inc.

March 2008 Integrated Solutions Management Service Catalog/Request Fulfillment Tools Basic Requirements: Functionality to design complex service offerings and workflows Publishing business-relevant descriptions, customer responsibilities, service tiers, pricing Developing and maintaining re-usable service content Workflow for ordering, approving, and provisioning of IT Services into production Interaction with Change Management system to update Configuration Management Database Tracking and measuring IT Service consumption and costs Certainly many activities within the Service Design and Management process can be automated using software tools. There are four basic tool types used including: The Service Definition repository that contains customer and business information on all Enterprise Services and Standard Services The web-based or self-service Service Catalog from which the customer can identify and order available Standard Services and check on their status The workflow engine required to automate the provisioning of Standard Services ordered from the Service Catalog and the integration with Change Management to update the production environment information The management system that monitors and measures the consumption of IT Services and allocates the associated costs and chargebacks There are other tools that can be utilized to automate this process but it must be stated that the process requirements need to be thoroughly defined before the particular tools are acquired. Copyright 2008, Integrated Solutions Management Integrated Solutions Management, Inc.

March 2008 Integrated Solutions Management Measuring Value – Closing the Loop Business Value to the Enterprise Provides all business areas with accurate, consistent catalog of available services from IT organization Helps business and IT management align to meet business needs and objectives Provides framework for managing risk and compliance Business Value to the Employees Sets service level expectations to improve service delivery experience Improves efficiency by allowing customer to order services/check status Packaging services reduces disruption and improves customer satisfaction Business Value to the IT Organization Improves balance between customer Demand and IT Supply Provides foundation for Service Level Goals and Agreements Quantifies business value of the IT Organization to the Enterprise At the end of the day, the real business value by defining and communicating your IT Service Strategy and IT Services is the value that it provides to the Enterprise, the Employees, and to the IT organization. One basic advantage to IT is that it sets customer expectations while balancing demand for services against the IT organization against the supply of IT resources. Defining the IT Service Strategy and implementing IT Services through the Service Catalog enables the organization to reach for the highest level of maturity in the Gartner maturity model – The level entitled “Value”. Copyright 2008, Integrated Solutions Management Integrated Solutions Management, Inc.

March 2008 Integrated Solutions Management Moving Forward with IT Services and Catalog Assess current situation – Where is the organization on the Maturity Model? Assign ownership to the Service Design Process, IT Service Strategy, IT Service Definitions, and the Service Catalog Use the Organization Chart and hardware/software lists to define IT Service Strategy and to identify Enterprise Services and Standard Services Start an IT Services Communications Program within the business and IT Map IT Services to the Service Management Category/Sub-Category Model and CMDB to provide consistent, effective management reporting Use a template to collect/consolidate information into IT Service Definitions Verify and revise IT Services with the Business Owner and IT Service Owner Develop and implement the Service Catalog technology with customer self- service interface and provisioning workflow capabilities Measure and report the business value of IT Services to stakeholders Monitor, measure and continuously improve IT Services and the Service Catalog The definition of IT Services and the Service Catalog should follow basic process improvement steps and project management disciplines. These usually start with an assessment of where the IT organization is and where it wants to go regarding Services. Also included is the roadmap of how to get there. Assigning ownership to key process components and deliverables is very important to ensure performance improvement. And as mentioned earlier, synching up the IT Services with the Service Management Category/Sub-Category Model and CMDB will be critical for effective management reporting. Definition of the Enterprise Services is done in collaboration with the business while definition of Standard Services is done primarily by the IT organization. Using templates will improve quality of the definitions and shorten the timeline. Development of the Service Catalog and rolling it out to the customers follows standard project management disciplines. Once in production, the delivery of IT Services should be measured in business value terms to the Enterprise, Employees, and to the IT organization itself. Copyright 2008, Integrated Solutions Management Integrated Solutions Management, Inc.

March 2008 Integrated Solutions Management Key Concepts – Final Thoughts Understand Your Maturity Define IT Service Strategy Define IT Services Develop the Catalog Do not only focus on the “tip of the iceberg” – It is what’s under the water that counts This is an on-going process, not a self-service tool – It must be set up and supported by leadership to succeed, not to fail The majority of day-to-day goodwill to IT is in provisioning Standard Services – The majority of business value to the Enterprise is in managing IT Services throughout their lifecycle In summary, listed are three final thoughts on developing IT Services for the Service Catalog. The end purpose for defining IT Services and communicating them to the Enterprise is to improve service delivery execution and to deliver measurable business value to the Enterprise. If that is the end purpose in your organization, it must focus initially on the service design and management process and the information “under the water”, not on the web-based or self-serve Service Catalog (“tip of the iceberg above the water”). The real business value in defining and managing IT Services with a portfolio discipline is in managing IT Services (both Enterprise and Standard Services) throughout their lifecycle from strategy definition through retirement. Copyright 2008, Integrated Solutions Management Integrated Solutions Management, Inc.

March 2008 Integrated Solutions Management Questions And Answers Thank You Integrated Solutions Management, Inc. wants to thank everyone attending this presentation and will be happy to answer any questions by contacting us at or by ing your questions or comments to Please visit our website at for more information on Integrated Solutions Management, Inc. Copyright 2008, Integrated Solutions Management Integrated Solutions Management, Inc.

Defining Services for Your IT Service Catalog

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