IT Services Portfolio Management Best Practice Handbook: Planning, Implementing, Maximizing Return on Investment of Strategic IT Portfolio Management - Ready to use bringing Theory into Action
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Service Portfolio Management Workbook
Table of Contents
INTRODUCTION ROADMAP .................................................................................................. 5 SERVICE PORTFOLIO MANAGEMENT PRESENTATION................................................... 9 SUPPORTING DOCUMENTS ............................................................................................... 29 Objectives and Goals ......................................................................................................... 31 Use of the Service Portfolio................................................................................................ 37 Example Service Catalogue ............................................................................................... 41 Service Catalogue .............................................................................................................. 43 Service Catalogue 1 ........................................................................................................... 53 Service Catalogue 2 ........................................................................................................... 71 Business Justification Document ..................................................................................... 103 Service Design – The Big Picture .................................................................................... 109 Key Links, Inputs and Outputs of Service Design............................................................ 111 Roles & Responsibilities of the Product Manager............................................................ 113 Reports, KPI’s and other Metrics ..................................................................................... 117 Communication Plan ........................................................................................................ 123 IMPLEMENTATION & PROJECT PLAN ............................................................................. 131 FURTHER INFORMATION.................................................................................................. 141
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Also from Emereo Publishing and The Art of Service:
IT Service Operations Management Guide: Your Complete Guide to Managing an IT Service Operation A professional technical roadmap to ITIL V3 Framework IT Service Operations Management (Incident, Event, Problem and Access Management, plus Request Fulfilment) with 34 templates and design documents for organizational assessment and implementation.
Service Portfolio Management Workbook
INTRODUCTION ROADMAP
Many organizations are looking to implement Service Portfolio Management as a way to improve the structure and quality of the business.
This document describes the contents of the Service Portfolio Management Workbook. The information found within the Workbook is based on the ITIL Version 3 framework, specifically the Service Strategy phase.
The Workbook is designed to answer a lot of the questions that the Service Portfolio Management process raises and provides you with useful guides, templates and essential, but simple assessments.
The supporting documents and assessments will help you identify the areas within your organization that require the most activity in terms of change and improvement.
Presentations can be used to educate or be used as the basis for management presentations or when making business cases for Service Portfolio Management implementation.
The additional information and bonus resources will enable you to improve your organizations methodology knowledge base.
The workbook serves to act as a starting point. It will give you a clear path to travel. It is designed to be a valuable source of information and activities. The Service Portfolio Management Workbook:
Flows logically, Is scalable, Provides presentations, templates and documents, Saves you time.
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Service Portfolio Management Workbook Step 1 Start by reviewing the PowerPoint presentation in the following order:
The presentation provides a detailed and comprehensive overview of Service Portfolio Management in the specialist areas of ITIL Version3 •
Service Portfolio Management Presentation.
This presentation will give you a good knowledge and understanding of all the terms, activities and concepts required within the Service Portfolio Management process. They can also be used as the basis for management presentations or when making a formal business case for Service Portfolio Management implementation. Make sure you pay close attention to the notes pages, as well as the slides, as references to further documents and resources are highlighted here.
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Service Portfolio Management Workbook Step 2 Below is an itemized list of the supporting documents and resources for easy reference. You can use these documents and resources within your own organization or as a template to help you in prepare your own bespoke documentation.
•
Objectives and Goals
•
Use of the Service Portfolio
•
Example Service Catalogue
•
Service Catalogue
•
Service Catalogue 1
•
Service Catalogue 2
•
Business Justification Document
•
Service Design – The Big Picture
•
Key Links, Inputs and Outputs of Service Design
•
Roles and Responsibilities of the Product Manager
•
Reports, KPIs and other Metrics
•
Communication Plan
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Service Portfolio Management Workbook Step 3 Alternatively, continue by working through the Service Portfolio Management Implementation & Project Plan with the focus on your organization. This will help you ascertain the Service Portfolio Management maturity for your organization. You will able to identify gaps and areas of attention and/or improvement.
The supporting document and bonus resources found within the workbook will help you fill these gaps by giving you a focused, practical and user-friendly approach to Service Portfolio Management.
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Service Portfolio Management Workbook
SERVICE PORTFOLIO MANAGEMENT PRESENTATION
Definition: The complete set of services that are managed by a Service Provider. The Service Portfolio is used to manage the entire lifecycle of all services.
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Service Portfolio Management Workbook
More information Objectives and Goals can be found in a separate document within this workbook on page 31.
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Service Portfolio Management Workbook
A Service Portfolio describes a provider’s services in terms of business value. It articulates business needs and the provider’s response to those needs. By definition, business value terms correspond to marketing terms, providing a means for comparing service competitiveness across alternative providers. By acting as the basis of a decision framework, a Service Portfolio either clarifies of helps to clarify strategic questions (see page 14)
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Service Portfolio Management Workbook
More information on the Use of the Service Portfolio can be found in a separate document within this workbook on page 37.
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Service Portfolio Management Workbook
Further information on Service Catalogues can be found in the following documents within this workbook.
•
Example Service Catalogue on page 41
•
Service Catalogue on page 43
•
Service Catalogue 1 on page 53
•
Service Catalogue 2 on page 71
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Service Portfolio Management Workbook
By acting as a basis to the decision framework Service Portfolio Management clarifies or helps to clarify these Strategic questions.
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Service Portfolio Management Workbook
The operative word is METHOD. Often the term portfolio is marginalized to a list of services, applications, assets or projects. A portfolio is essentially a group of investments that share similar characteristics. They are grouped by size, discipline or strategic value.
A Business Justification Document can be found as a separate document within this workbook on page 103.
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Service Portfolio Management Workbook
IT Service Management: Some processes can be self-contained within a functional area, while others are cross-functional. Some processes manage and produce a product or service received by a customer external to IT. Organizational performance improves as these processes allow. The discipline of these processes is commonly known as IT Service Management (ITSM). ITSM thus means thinking of IT as a cohesive set of business resources and capabilities. These resources and capabilities are managed through processes and ultimately represented as services.
Business Service Management (BSM): BSM is the ongoing practice of governing, monitoring and reporting on IT and the business service it impacts.
IT priorities must be clearly aligned with other drivers of business value. In order to organize its activities around business objectives, the organization must link to business processes and services and not simply observe them. IT leadership must engage in a meaningful dialogue with line-of-business owners and communicate in terms of desired outcomes.
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Service Portfolio Management Workbook
SPM is a dynamic and ongoing process set. The four methods above make up the processes of SPM. •
Define – inventory services, ensure business cases and validate portfolio data
•
Analyse – maximize portfolio value, align and prioritize and balance supply and demand.
•
Approve –finalize proposed portfolio, authorize services and resources.
•
Charter – communicate decisions, allocate resources and charter services.
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Service Portfolio Management Workbook
This documentation helps to understand the opportunity costs of the existing portfolio. If a service provider understands what it cannot do, then it is better able to assess if it should keep doing what it is doing or reallocate its resources and capabilities.
The next step in the process, Analyse, should be well defined prior to beginning this phase. If the organization does not understand what analysis it will perform, it is unlikely to know the right data to collect. Data collection exercises are usually disruptive and should be as streamlined as possible.
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Service Portfolio Management Workbook
The answers to these questions guide not only the analysis but also the desired outcomes of Service Portfolio Management. The ability to satisfactorily answer these questions requires the involvement of senior leaders and subject matter experts.
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Service Portfolio Management Workbook
The outcomes for existing services fall into six categories: 1. Retain 2. Replace 3. Rationalize 4. Refactor 5. Renew 6. Retire (see page 24 for more detail)
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Service Portfolio Management Workbook
Decisions should be correlated to budgetary decisions and financial plans. Budget allocations should enforce the allocation of resources.
The expected value of each service should be built into financial forecasts and resource plans. Tracking both tracks the progress of service investments. Newly chartered services are promoted to Service Design. Existing services are refreshed in the Service Catalogue. Retired services begin their sunset to Service Transition.
A useful overview of the Service Design phase can be found in the following documents within this workbook. •
Service Design – The Big Picture on page 109.
•
Key Links, Inputs and Outputs of Service Design on page 111.
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Service Portfolio Management Workbook
Service Investments are split among 3 strategic categories:
Run the business (RTB) - RTB investments are centred on maintaining service operations
Grow the business (GTB) - GTB investments are intended to grow the organization's scope of services.
Transform the Business (TTB) – TTB investments are moves into new market spaces
The investment categories are further divided into budget allocations: •
Venture – Create services in a new market space.
•
Growth – Create new services in existing market space.
•
Discretionary – Provide enhancements to existing services.
•
Non Discretionary – Maintain existing services.
•
Core – Maintain business critical services.
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Service Portfolio Management Workbook
Understanding their options helps senior executives to make informed investment decisions in service initiatives with appropriate levels of risks and rewards. These initiatives may cross business functions and may span short, medium and longer time frames.
Note: the calculated value realization for each service investment should be commensurate with its level of risk.
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Service Portfolio Management Workbook
RENEW: These services meet functional fitness criteria, but fail technical fitness.
REPLACE: These services have unclear and overlapping business functionality.
RETAIN: Largely self contained, with well defined asset, process and system boundaries. These services are aligned with and are relevant to the organization’s strategy
REFACTOR: Often services that meet the technical and functional criteria of the organization display fuzzy process or system boundaries. In these cases, the service can often be refactored to include only the core functionality, with common services used to provide the remainder. RETIRE: services that do not meet minimum levels of technical and functional fitness.
RATIONALIZE: Used to address portfolios that offer services which in fact are composed of multiple releases of the same operating system, service or application etc.
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Service Portfolio Management Workbook
Few providers have a clear plan for retiring increasingly redundant services. As retiring a service can temporarily exceed the cost of maintaining it, they are often left in production for too long due to management decisions.
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Service Portfolio Management Workbook
External events occur that have significant impact such as mergers and Acquisitions, new public legislation or redeployed missions. Various techniques, such as SWOT Analysis, can be used to maintain effectiveness and efficiency.
Information on the Roles and Responsibilities of the Product Manager can be found in a separate document within this workbook on page 113.
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Service Portfolio Management Workbook
More information on Reports, KPIs and other Metrics can be found in a separate document within this workbook on page117.
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Service Portfolio Management Workbook
A Communication Plan can be found in a separate document within this workbook on page 123.
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Service Portfolio Management Workbook
SUPPORTING DOCUMENTS Through the documents, look for text surrounded by << and >> these are indicators for you to create some specific text.
Watch also for highlighted text which provides further guidance and instructions.
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Service Portfolio Management Workbook
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Service Portfolio Management Workbook
Objectives and Goals
IT Services Detailed Objectives/Goals Process: Service Portfolio Management Status:
In draft Under Review Sent for Approval Approved Rejected
Version:
<
>
Release Date:
Note: SEARCH AND REPLACE <>
Search for any << or >> as your input will be required
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Service Portfolio Management Workbook Detailed Objectives/Goals for Service Portfolio Management
The document is not to be considered an extensive statement as its topics have to be generic enough to suit any reader for any organization. However, the reader will certainly be reminded of the key topics that have to be considered. The detailed objectives for Service Portfolio Management should include the following salient points: Objective After they have been agreed upon a specific objective for the process is to continue reporting metrics. This is an activity that is often forgotten over time or simply not done from the out-set.
Notes Met/Exceeded/Shortfall
☺ Dates/names/role titles
Appoint/Recruit the SLM team and provide ongoing awareness, education and training for staff involved with the process and communication to non-involved, but affected personnel. Setting schedules for reviews of Service Level Agreements and associated supporting documentation. Arranging the logistics of bringing the involved parties together (at intervals that are not considered to be a “nuisance” but will allow the process objective to be upheld. Monitor customer and end-user satisfaction levels. Monitor the marketplace for appropriate process tools and make recommendations. Design, manage and implement an awareness/communication plan appropriate for this process.
Refer also to the Communication Plan on page 123 for ideas on how to communicate the benefits of Service Portfolio Management. Page 32
Service Portfolio Management Workbook Use these objectives to generate discussion about others that may be more appropriate to list than those provided.
Failure to meet objectives (or when service breaches are detected) should trigger a process for improvement. Under the Service Portfolio Management process, we refer to this as a Service Improvement Plan (SIP). Service Improvement Plan (SIP)
Where an underlying difficulty has been identified that has lead to a degradation in service quality it is necessary for the Service Portfolio Management process to start a Service Improvement Plan (SIP). The SIP must be drawn together with input from other processes (in particular Problem Management) so that the action steps in the SIP do in fact contribute to improvements and eradication of poor performance.
Areas to address SIP Reference number
Owner
Comments/Examples
Time Frame/Notes/Who
Unique identifying number for the SLA (for inclusion in the Configuration Management Data Base – CMDB)
Functional role description of who is responsible for this SIP (who would participate in a review of this document). Representatives from customer and IT.
Service Name
Preferably use a name that is common language in the organization (not a technical name).
Service Description (Business)
Briefly describe the primary function (refer to Technical of the service. Considerations later in this table) Use language that is business user
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Service Portfolio Management Workbook friendly. (eg. instead of “NT Server, with 2Gb RAM and 500Gb of disk storage” – we would say “large central server designed for all customers to use and share information from”) Service Breach(s) details (refer to Problem & Availability Management issues).
The SIP will generally be based on broken SLAs. Use this section to briefly detail in generic terms why this SIP is required.
Problem Management details
The SIP will be driven as a result of the need to improve degraded performance. It is likely that there have been continuing Problems that have led to the service degradation. From Problem Management we can gain a better understanding of the background to the SIP.
Availability Management details
After the SIP is instigated the end users and customers should expect a higher level of service availability than they have in the past. The SIP must directly address the issue of availability by reviewing the past, current and future availability metrics for this service.
Service Security Considerations
Briefly list any considerations regarding security considerations for this SIP.
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Service Portfolio Management Workbook
SIP Validity period
SPECIFIC SIP ACTIONS
Is there a life-span for this SIP; is the life of the SIP time based or driven by activities only?
This part of the SIP will outline actual steps to be taken to improve availability and eradicate poor performance. This section of the SIP can be run as a Project if large enough, or as a simple list of action items, responsible person and timeframe. Action items will centre on discussions, negotiations, communications, documentation (new and updates to existing), testing, reviews, training/education and reworking current procedures and work practices. (Note: don’t forget to track changes and ensure the Configuration Management database is updated).
Version Control Information
SIP Creation Date SIP Last Modify Date
Technical considerations
In this section you can describe any technical considerations that are essential to document. It is more likely however, that you will include here a link to the Service Catalogue or Technical Specification.
Notes & Comments
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Service Portfolio Management Workbook
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Service Portfolio Management Workbook
Use of the Service Portfolio The Service Portfolio represents the commitments and investments made by a service provider across all customers and market spaces. It represents present contractual commitments, new service development, and ongoing service improvement plans initiated by Continual Service Improvement. The portfolio also includes third-party services, which are an integral part of service offerings to customers. Some third-party services are visible to the customers while others may not be. The portfolio management approach helps managers to prioritize investments and improve the allocation of resources. Policies and procedures govern all changes to portfolios. Portfolios instil a certain financial discipline necessary to avoid making investments that will not yield value. Service Portfolios represent the ability and readiness of a service provider to serve customers and market spaces. The Service Portfolio is divided into three phases:
• Service Catalogue • Service Pipeline • Retired Services
The Service Portfolio represents all the resources presently engaged or being released in various phases of the Service Lifecycle. Each phase requires resources for completion of projects, initiatives and contracts. This is a very important governance aspect of Service Portfolio Management (SPM). Entry, progress and exit are approved only with approved funding and a financial plan for recovering costs of showing profit as necessary. The Portfolio should have the right mix of services in the pipeline and catalogue to secure the financial viability of the service provider. The Service Catalogue is the only part of the Portfolio that recovers costs or earns profits.
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Service Portfolio Management Workbook SPM is about maximising value while managing risks and costs. The value realization is derived from better service delivery and customer experiences. Through SPM, managers are better able to understand quality requirements and related delivery costs. They can then seek to reduce costs through alternative means while maintaining service quality. This process begins with the documentation of the organization’s standardized services and thus has significant links to the processes of Service Level Management and Service Catalogue.
Service Catalogue The Service Catalogue is the subset of the Service Portfolio that is visible to customers. It consists of services that are presently active in the Service Operation phase and those approved to be readily offered to current or prospective customers. Items can enter the Service Catalogue only after due diligence has been performed on related costs and risks. Resources are engaged to fully support active services. The Catalogue is useful in developing suitable solutions for customers from one or more services. Items in the Catalogue can be configured and suitably priced to fulfil a particular need. The Service Catalogue is an important tool for Service Strategy because it is the virtual projection of the service provider’s actual and present capabilities. Many customers are only interested in what the provider can commit now, rather than in future. The value of future possibilities is discounted in the present. It serves as a service order and demand channelling mechanism. It communicates and defines the policies, guidelines and accountability required for SPM. It defines the criteria for what services fall under SPM and the objective of each service. Acting as the acquisition portal for customers, the Service Catalogue includes pricing and service-level commitments, and the terms and conditions for service provisioning. It is in the Service Catalogue that services are decomposed into components; it is where assets, processes and systems are introduced with entry points and terms for their use and provisioning. As providers may have many customers or service many businesses, there may be multiple Service Catalogues projected from the Service Portfolio. In other words, a Service Catalogue is an
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Service Portfolio Management Workbook expression of the provider’s operational capability within the context of a customer or market space. The Service Catalogue is also a visualisation tool for SPM decisions. Demand for services come together with the capacity to fulfil it. Customer assets that are attached to a business outcome are sources for demand and have expectations of both utility and warranty. If any items in the catalogue can fulfil those expectations, a connection is made resulting in a service contract or agreement. Catalogue items are clustered into Lines of Service (LOS) based on common patterns of business activity (PBA) they can support. LOS that are performing well are allocated additional resources to ensure continued performance and anticipate increases in demand for those services. Items performing above a financial threshold are deemed viable services. An effort is to be made to make them popular by introducing new attributes, new service level packages (SLP), improved matching with sources of demand, or by new pricing policies. If performance drops below a threshold, they will then be marked for retirement. Services with poor financial performance may be retained in the Catalogue with adequate justification. Some catalogue services may have strategic use of such contingency for another service and contractual obligations to a few early customers. Whatever the justification, it must be approved by senior leadership who may choose to subsidize. A subset of the Service Catalogue may be third-part of outsourced services. These are services that are offered to customers with varying levels of value addition of combination with other Catalogue items. The Third-Party Catalogue may consist of core service package (CSP) and SLP. It extends the range of the Service Catalogue in terms of customers and market spaces. Third-party services may be used to address underserved or unserved demand until items in the Service Pipeline are phased into operation. They can also be used as a substitute for services being phased out of the Catalogue. Sourcing is not only an important strategic option but can also be an operational necessity.
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Service Portfolio Management Workbook Service Pipeline The Service Pipeline consists of service under development for a given market space or customer. These services are to be phased into operation by Service Transition after completion of design, development, and testing. Representing the service provider’s growth and strategic outlook for the future, the pipeline reflects the general health of the provider. It also reflects the extent to which new service concepts and ideas for improvement are being fed by Service Strategy, Service Design and Continual Improvement. Good Financial Management is also necessary to ensure adequate funding for the pipeline.
Retired Services Services in the Catalogue may be either phased out or retired. Phasing out of services is part of Service Transition to ensure that all commitments made to customers are duly fulfilled and service assets are released from contracts. When services are phased out, the related knowledge and information are stored in a knowledge base for future use. Phased-out services are not available to new customers or contracts unless a special business case is made. Such services may be reactivated into operations under special conditions and SLAs that are to be approved by senior management. This is necessary because such services may cost a lot more to support and may disrupt economies of scale and scope.
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Service Portfolio Management Workbook
Example Service Catalogue Some organizations only maintain either a Business Service Catalogue or a Technical Service Catalogue. The preferred situation adopted by the more mature organizations maintains both aspects within a single Service Catalogue, which is part of a totally integrated Service Management activity and Service Portfolio. The Business Service Catalogue facilitates the development of a much more proactive or even preemptive SLM process, allowing it to develop more into the field of Business Service Management. The Technical Service Catalogue is extremely beneficial when constructing the relationship between services, SLAs, OLAs and other underpinning agreements and components, as it will identify the technology required to support a service and the support group(s) that support the components. The combination of a Business Service Catalogue and a Technical Service Catalogue is invaluable for quickly assessing the impact of incidents and changes on the business. An example of relationships between the Business and Technical portions of a Service Catalogue is shown below.
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Service Portfolio Management Workbook
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Service Portfolio Management Workbook
Service Catalogue
IT Service Management Service Catalogue
<>
Prepared by:
<>
Prepared for:
<>
Date:
<>
Special notes: E.g. Does the Service Catalogue have a limited life span, if so, indicate that here.
Search for any instance of << or >> as your input will be required.
Version number
Owner
Location
Date
Any industry associated logos or ISO stamp or other Quality system related indicators (e.g. ISO Accreditation)
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Service Portfolio Management Workbook Executive Overview
In the past organization’s IT Services have generally grown and developed into large complex environments. Unfortunately this growth has not always been as structured and pre-planned as it needs to be.
This has resulted in the IT department not having a very clear picture of all the services they currently provide with no accurate profile of the actual customers for each of these services.
Therefore it has become imperative for the IT department to establish an accurate picture of the services it provides. This can be done through a comprehensive IT Service Catalogue.
The Service Catalogue must be developed in conjunction with customers, who are better able to describe what they see as “services” than an IT person. If there is an asset register or configuration management database (a concept from the ITIL Configuration Management process) these are good sources of information.
<>
The Executive Overview should establish the reason for this documents existence and its benefit back to the business. The above words are generic and can be tailored to suit your organization.
Scope
It is imperative to determine the scope of the document. What will be included in the document and why, and what will not be included in the document and why.
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Service Portfolio Management Workbook It is also advisable to establish a common understanding of some of the terminology used throughout the document. For example, the scope section should determine the definition of a Service.
The Service Catalogue will list all of the IT services currently being provided to our organization.
The Service Catalogue will provide a summary of the service characteristics, and details of the users and those responsible for ongoing maintenance of each service.
<>
Restriction 1 Text description
Restriction 2 Text description
Restriction x Text description
Assumption 1 Text description
Assumption 2 Text description
Assumption x Text description Page 45
Service Portfolio Management Workbook For the purpose of this document, a service will be defined as the following:
One or more IT Systems which enable a business process
<>
<
Service Summary Sheet
In this section list all Service and the customers that they apply to.
This section of the Service Catalogue indicates the names of the services that will be expanded in later sections and the end users of these services. This page/s is a useful check list to take to negotiations regarding service delivery, to determine if there are new services or others that should be renamed to more accurately reflect their purpose.
<>
Remember for each service listed here you need to duplicate the following section (section 5) that number of times. Customers Service
Accounts
Sales
Marketing
Legal
Production
SERVICE A Eg. Accounts System Eg. Email Eg. Intranet
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Retail
Service Portfolio Management Workbook
Eg. Internet Service x Service x
Service A
Description
In this section provide a detailed description of the Service being provided. This description should be easy to read and written in a non-technical manner.
Customers
In this section provide a list of customers that currently use this service. Options
Option
Availability
Type
Response
Capacity
Recovery
Service Times
Options
Gold Silver Bronze
Price List
In this section you should list all charging and cost information that makes up this service.
<
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Service Portfolio Management Workbook Dependencies & Contributors
List all other services that may depend on this particular service. PLEASE NOTE THAT THE FOLLOWING TABLE CAN BE MODIFIED BY YOU OR PUT ONTO A SEPARATE PAGE/SECTION AND PUT INTO A LANDSCAPE VIEW FOR EASIER READABILITY.
<
on another service. In whole or in part the different dependencies should be listed in this section>>
<>
<
The final three columns of this table allow you to cross reference to any other agreements that support the dependency or contributor relationship. Using our Customer relationship database to Accounts Payable system, it may be that the Customer relationship database is supported by a specialized group of IT staff. In such a case we may create an Operational level Agreement (OLA) with them so that they can understand the importance of the relationship).
(Note the SLA, OLA and Underpinning contracts are all elements of the Service Level Management ITIL process.)
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Service Portfolio Management Workbook Dependant
Description
Service
Impact on
Service
Operational
Underpinning
Service A
Level
Level
Contracts
Agreement
Agreement
#
#
Dependant or contributor
Functional Specification
Include in this section any references to additional Functional Specifications for this service. This should be simple to read and understandable by non-IT literate people
<>
Technical Specification
Include in this section any technical information that is pertinent to the Service. This section may point to additional documentation.
<
Instead of
You might use
WAN
Computers connected together over long distances
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Service Portfolio Management Workbook Central computer that holds information that can be accessed by many people The ability of the computer to perform many different functions at the same time The speed at which the computer should be expected to perform different tasks.
Support Activities
Included in this section any supporting activities that need to occur to maintain the service. This would include scheduled maintenance times etc.
Perhaps the service will be unavailable at certain times of the time or days of the week. If there are major scheduled outages for this service, then they should also be referenced in the Forward Schedule of Changes (FSC). The FSC is a concept described under the ITIL Change Management process.
<>
<
Customizations or Variants
Within any organization there MAY BE scenarios where a particular service will be delivered at different levels for different customers. For instance, in some cases there maybe an extension of functionality that other customers do not require or use.
In these instances it is best to capture all variants for all customers under the original service. PLEASE NOTE THAT THE FOLLOWING TABLE CAN BE MODIFIED BY YOU OR PUT ONTO A SEPARATE PAGE/SECTION AND PUT INTO A LANDSCAPE VIEW FOR EASIER READABILITY. REMEMBER HOWEVER THAT THIS SECTION CAN BE OPTIONAL. Page 50
Service Portfolio Management Workbook This service has some variants from what could be considered as the baseline.
Service
Customer
Description Availability
Response
Capacity
Version
Reco
Service
very
Times
Optio ns
Existing SLAs
Cross reference to any existing Service Level Agreements (SLAs) and contracts associated with this particular service.
Contract
SLA #
SLA Type
Customer
Corporate Based Customer Based Service Based
<>
Corporate Based: covering all the generic Service Level Management (SLM) issues appropriate to every customer throughout the organization.
Customer Based: covering all SLM issues relevant to the particular Customer group, regardless of the service being used.
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Service Portfolio Management Workbook Service Based: cover all SLM issues relevant to the specific service, in relation to this specific Customer group (one for each service covered by the SLA).
Restrictions
If this service is restricted to a certain group or for use at certain periods of time, week, month, etc. then you would detail those restrictions here. Remember to keep the description brief. Appendices
Include any applicable appendixes that are needed.
Terminology
Make sure that all terminology is captured and documented correctly
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Service Portfolio Management Workbook
Service Catalogue 1 Introduction to ACME IT
ACME IT (ACME IT) is a Division of the ACME Information Services. ACME IT provides server administration and a variety of distributed computing services to Business departments. ACME IT also provides technical consulting and staffing services to support departmental technical staff and ensure consistent technical assistance for Business end users.
This Service Catalog provides descriptions of ACME IT services, the benefits that customers will achieve through using ACME IT, and the prices of ACME IT services. Prices in this Catalog are valid from xx/xx/xx to xx/xx/xx.
ACME IT services include:
Server Management Services
Distributed Computing Services
Consulting and Staffing Support Services
Server Administration
Desktop Support Package
Consulting and Technology Planning
Limited Purpose Computer Support Application Patch Management Data Storage Networked Printer Management
Hourly and Short Term Support Technology Partner Program
Additional Distributed Computing Services
To purchase any of the services described here, Departmental representative should contact: Customer Service Manager ACME IT
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Service Portfolio Management Workbook Server Management Services
Server Administration
ACME IT will help plan, deploy, and manage key operational aspects of your department’s server, operating system software, and network access to a defined scope of business applications. ACME IT will ensure compliance and integration with required existing and planned technology platforms, and will ensure the physical security and electronic access security of the assets within the hosted environment. Service Description and Benefits
Service Description Installation and configuration of standard server operating systems Standard operating systems are described in Section 2.1.2, Service Cost Full operating systems administration, including maintaining patch levels Assistance with vendor installation, upgrade and configuration of business application software Configuration of applications on the server 24/7 monitoring of system performance and application availability Problem notification and follow-up with Department Site Contact and/or business application software vendor Technical support for problem resolution Troubleshooting of server-side problems with applications Application re-starts Information system security, virus protection and user account management Act as Departmental Technical Liaison for covered servers Capacity planning Technical consulting Change control management Customer support for server management service through the ACME IT Help Line Includes appropriate level of administrative rights granted to departmental IT staff Coordinate with Operations to ensure routine backup of data stored on server is completed (Note: Data Backup for servers is provided for an additional fee through a contract with the Operations Unit. Please call xxx for more information.)
Customer Benefits 24/7 monitoring and response by qualified technical staff to assure maximum use and minimum server downtime Highly secure systems to safeguard important data, including the following features: • Access Control: Allows for quick and easy rights assignment, transparent to the end user • High Usability: Non-intrusive security measures that are both secure and easy to use • C2 Security Ratings: Technology tested and rated by the Department of Defense
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Service Portfolio Management Workbook Service Cost •
$237.50 per server per month for servers with standard operating systems and standard server hardware •
Standard server hardware: Dell PowerEdge
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Standard server operating systems: Windows 2000 or higher, Novell Netware, Linux Redhat v9 or higher, and Linux SUSE v9 or higher
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$237.50+X per server per month for servers with non-standard operating systems and/or non-standard hardware
Additional Information and Related Services •
If the server is located in the Computer Center, a separate contract with the Operations Unit is required for the provision of physical security, networking and data backup. Please call xxx for more information.
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Prior to the provision of Server Administration services, the user Department must identify the following: •
Server hardware and operating system software (Note: This information will be included in the contract. Changes to server hardware or operating system will require an addendum to the contract and may incur an additional fee if the new hardware or operating system is non-standard.)
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Applications that will be housed on the server
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Application support model (i.e., what individuals/groups within the Department are responsible for assisting users with the application)
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Vendor contact information
The user Department is responsible for assisting and training Department staff in the use of the application, troubleshooting the client side of the application, and for adjusting the client interface to suit the Department’s needs.
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The user Department is responsible for all hardware and software costs.
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Service Portfolio Management Workbook Distributed Computing Services
Desktop Support Package
ACME IT will maintain and enhance employee productivity by providing standardized, yet personalized desktop configurations which include system utilities and campus services that allow your workstation to perform seamlessly. If problems do occur, ACME IT will provide troubleshooting and issue resolution on desktop/laptop hardware and software. ACME IT provides onsite and/or emergency remote desktop support 24x7x365 and acts as your Departmental Technical Liaison.
Through consistent support of the desktop environment, users will have access to shared Business resources such as collaboration environments, e-mail, application services, and infrastructure services. ACME IT also is your gateway for referrals to any other technical services required for users of devices under contract with ACME IT.
Service Description and Benefits
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Service Description Onsite desktop support from 8:00 a.m. – 5:00 p.m. Monday – Friday, and emergency remote support 24x7 Capacity planning and technology upgrade planning Consultation services on standard workstation configurations and procurement choices to meet customer needs Hardware and software purchasing assistance, including bulk order purchases of computer hardware Workstation delivery and set up Installation and support of standard operating system, commercially developed business productivity software and office suites (in accordance with Business policies), anti-virus software and department-specific applications ACME IT uses a standard image and will reinstall Department-specific applications as needed. Users may need to reset personal settings after a computer is re-imaged. Standard operating systems are described in
Customer Benefits • • • • •
Standard and secure desktop environments systems Access to qualified technical resources Productive working environment with limited down time Dedicated staff and resources to solve your IT problems Secured access to data files from any desktop in the employee’s department and from remote workstations
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Service Portfolio Management Workbook
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Service Description Section 3.1.2 Installation of printer drivers for networked printers Includes ACME IT Application Patch Management service: Ongoing provision of patches and service packs for operating systems and standard applications, anti-virus software upgrades and security updates (See Section 3.3, Application Patch Management) Workstation moves, adds, changes Installation of standard peripherals Standard peripherals are described in Section 3.1.2 User administration Customer support through the ACME IT Help Line Problem determination and resolution Technical support In some cases, ACME IT technical support staff may recommend replacing hardware if it cannot be efficiently and cost-effectively repaired by ACME IT Orientation for new customers through one-onone or departmental meetings Acts as the System Administrator for machines contracted for this support If all departmental machines are contracted for this support, ACME IT can be designated the Departmental Technical Liaison if requested by the department Referral to other Business IT resources (Note: Other Business IT resources may charge a fee for the services they provide.) Includes ACME IT Data Storage service: Data storage, backup and recovery of data stored on ACME IT file servers (See Section 3.4, Data Storage) Remote access services for customers in remote locations Includes appropriate level of administrative rights to ACME IT servers granted to departmental IT staff
Customer Benefits
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Service Portfolio Management Workbook Service Cost
$36 per month per standard workstation •
A workstation is an independent computer that does not service any other computer. A standard workstation uses a standard operating system and has a standard hardware configuration. A standard workstation may run some discipline specific software.
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Standard operating systems: Microsoft Windows 2000/XP, Macintosh X
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Standard workstation hardware: Dell Optiplex desktop, Dell Latitude laptop, or Macintosh G4 or higher that are under warranty
$36 per month per non-standard workstation •
A non-standard workstation runs a non-standard operating system, and/or has a non-standard hardware configuration.
$36 per month per basic workstation •
A basic workstation is one that has user level privileges, runs only standard application packages and limited departmental applications as installed by ACME IT, has limited customer customization that is well-defined, runs on ACME IT specified standard hardware, and all user data is kept on the ACME IT storage cluster (not on the desktop or local hard drive).
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Standard application packages: Current version of Microsoft Office Suite, Word Perfect, Adobe Acrobat Reader, Sophos anti-virus, Windows Media Player, Outlook mail, and Internet Explorer
Additional Information and Related Services
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The user Department is responsible for purchasing and tracking of software licenses.
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Service Portfolio Management Workbook •
Departments purchasing ACME IT Desktop Support are encouraged to purchase ACME IT Networked Printer Management (see Section 3.5, Networked Printer Management).
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The user Department is responsible for all desktop hardware costs.
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Consultation and planning for non-standard technology is available through the Consulting and Technology Planning service (see Section 4.1 Consulting and Technology Planning).
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Standard peripherals: Palm Pilots, Windows CE devices, USB Scanners, and Printers
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Non-standard peripherals may take longer to install and configure and may require additional hourly charge
Limited Purpose Computer Support
ACME IT will provide troubleshooting and issue resolution on Department’s Limited Purpose Computers.
A Limited Purpose Computer is a machine that runs a unique vendor-specific application requiring vendor coordination, and regular operating system patches. It does not require backing up since the application can be re-installed. It does not serve multiple users, but can provide the application to multiple machines. It does not require performance monitoring.
Service Description and Benefits
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Service Description Capacity planning and technology upgrade planning Consultation services on standard workstation configurations and procurement choices to meet customer needs Hardware and software purchasing assistance Workstation delivery and set up Installation and support of operating system, commercially developed business productivity software and office suites (in accordance with Business policies), anti-virus software and
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Customer Benefits Standard and secure desktop environments systems Access to qualified technical resources Productive working environment with limited down time Dedicated staff and resources to solve your IT problems Secured access to data files from any desktop in the employee’s department and from remote workstations
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Service Portfolio Management Workbook
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Service Description department-specific applications Installation of printer drivers for networked printers as needed Includes ACME IT Application Patch Management service: Ongoing provision of patches and service packs for operating systems and standard applications, anti-virus software upgrades and security updates (See Section 3.3, Application Patch Management) Workstation moves, adds, changes User administration Customer support through the ACME IT Help Line Problem determination and resolution Technical support In some cases ACME IT technical support staff may recommend replacing hardware if it cannot be efficiently and cost-effectively repaired by ACME IT Acts as the Departmental Technical Liaison Referral to other Business IT resources (Note: Other Business IT resources may charge a fee for the services they provide.) Remote access support services for customers in remote or home locations
Customer Benefits
Service Cost •
$36 per month per Limited Purpose Computer
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An additional fee of $35/hour is charged for major software upgrade efforts and vendor coordination time
• Additional Information and Related Services •
The user Department is responsible for purchasing and tracking of software licenses.
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The user Department is responsible for all hardware costs.
Application Patch Management
ACME IT will provide Microsoft Windows and Sophos antivirus updates, patches for standard applications and security updates to workstations on an ongoing basis.
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Service Portfolio Management Workbook This service is included with the ACME IT Desktop Support Package (see Section 3.1, Desktop Support Package) and Limited Purpose Computer Support (see Section 3.2, Limited Purpose Computer Support). It may also be purchased separately.
Service Description and Benefits
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Service Description Automatic, ongoing provision of service packs and patches for operating systems and standard applications Standard applications: MS-Office Suite, MS Windows Operating system, Sophos Antivirus, Adobe Reader Automatic, ongoing anti-virus protection software upgrades and virus definition updates Orientation and specialized training for departmental Tech Support staff for application patch management interface
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Customer Benefits Automatic operating system updates: Managed systems updates that require no user interaction Automatic virus protection and updates: Antivirus that updates daily to keep your systems safe Automated inventory services: Understand your installed equipment and plan ahead for upgrades and maintenance Application “pushing”: Install/update software over the network with the click of a mouse Compatibility testing prior to patch releases
Service Cost •
$4.75 per month per Workstation or Limited Purpose Computer
Additional Information and Related Services •
If the user Department has not purchased the Desktop Support Package, the Department is required to provide Novell client licenses for each covered user machine, and install the ACME IT configuration of this Novell client. ACME IT will provide a desktop image and configuration requirements that can be used to ensure the update service works properly. ACME IT will assist with diagnosis of problems free of charge if the problem is caused by our desktop configuration.
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The list of standard applications may be updated by ACME IT annually.
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Service Portfolio Management Workbook Data Storage
ACME IT will provide data storage and backup services to meet departmental data storage needs. This service includes user rights management, remote access, and the ability to share data and collaborate across departments. This service is included with the ACME IT Desktop Support Package (see Section 3.1, Desktop Support Package). It may also be purchased separately.
Service Description and Benefits
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Service Description Data storage on ACME IT Storage Area Network Daily, weekly and monthly backup services for data stored on ACME IT file servers Data stored on workstation hard drives is not backed up Data and disaster recovery Information system security activities and virus prevention in accordance with Business security policies Managing user accounts Security and virus prevention on ACME IT file servers Remote access support services Customer Support for data storage service through the ACME IT Help Line Includes appropriate level of administrative rights granted to departmental IT staff (if this service is purchased separately from the Desktop Support Service) Orientation and specialized training for departmental Tech Support staff for service management interface
Customer Benefits • •
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Security of mission critical data provided through: Clustered servers: Multiple redundant servers for maximum uptime and stability SAN disk systems: High speed, top tier, scalable, failsafe disk storage subsystems Off-site storage: Onsite tape backup systems with offsite storage for ultimate data safety Rapid storage expansion capabilities to meet any future storage need Remote access anywhere to allow flexible working locations Data sharing and collaboration with other users, groups or departments while maintaining file security and confidentiality
Service Cost •
$5.85 per user per month. This includes .25 GB of storage per user.
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Storage allocations may be shared among users within the same department. For example, a department with 8 users will have a total of 2 GB of storage available to all users in the department.
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Additional storage is available at the cost of $5.35 per GB per month.
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Service Portfolio Management Workbook •
$2.05 per GB per month reduced rate for other specialized large storage requirements such as archival or large block storage. Available only to established clients and cannot be used for primary storage.
Additional Information and Related Services •
If the user Department has not purchased the Desktop Support Package, the Department is required to provide Novell client licenses for each user machine that will access the data storage, and install the ACME IT configuration of this client. The purchase of Novell client licenses is coordinated through the Information Services Licensing Administrator annually. The current price for a Novell Client license about $15.
Networked Printer Management
ACME IT provides managed access to printing resources and support for networked printers.
Service Description and Benefits
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Service Description Consultation services on standard printers and procurement choices to meet customer needs Asset inventory Printer installation and configuration User access administration Customer support for printer management service through the ACME IT Help Line Problem determination and resolution for user accessibility issues Technical support Referral to other Business IT resources or external vendors (for printer hardware support and repair)
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Customer Benefits Shared and cost-effective access to department/Business printing resources Own fewer printers by granting access to printers throughout the office Expedited installation of new printers Fast, easy access from any location to print documents when needed
Service Cost
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$25.65 per month per networked printer Page 63
Service Portfolio Management Workbook Additional Information and Related Services
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Departments purchasing the ACME IT Desktop Support Package who wish to print to networked printers are encouraged to also purchase ACME IT Networked Printer Management (see Section 3.1, Desktop Support Package).
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If printer use requires authentication, then the user Department is required to provide Novell client licenses for each user machine that will access the printer, and install the ACME IT configuration of this client.
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If a non-customer group requires printer use of an ACME IT managed printer, then setup for this group will be considered an hourly support request.
Additional Distributed Computing Services
ACME IT will provide several additional distributed computing-related services upon request of the Departmental Technology Liaison or other department representative.
Service Description and Benefits
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Service Description PeopleSoft Installation: Installation of PeopleSoft client software on any authorized machine
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Customer Benefits Consistent use of the PeopleSoft client application across the Business
Service Cost • None Consulting and Staffing Support Services
Consulting and Technology Planning
ACME IT provides consulting and technology planning services to departments to meet their short-term and long-term needs. This service is limited to the ACME IT expertise that is available.
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Service Portfolio Management Workbook Service Description and Benefits
Service Description • Consulting: ACME IT provides consulting on any IT project or computing issue. Our staff are trained in almost all aspects of technology and KU policies and procedures and can provide consulting advice to help departments find costeffective IT solutions. • Technology Planning: ACME IT provides technology planning services that will help departments determine the best uses of technology to meet their current and future needs.
Customer Benefits • Experience: ACME IT staff has significant experience in a wide variety of technologies • Industry trends: ACME IT staff keep up with industry trends to assist departments in effectively using emerging technologies and leveraging best practices
Service Cost •
$35.00 per hour or negotiated contract price for specific projects
Additional Information and Related Services •
Consulting services will be handled at the same priority as contracted customers.
Hourly and Short Term Support
ACME IT provides technical assistance on an hourly basis to meet departmental needs. ACME IT provides system administration support on an hourly basis for security compromised workstations. ACME IT also provides short term server support when departmental technical staff are not available (due to leave, training, etc.).
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Service Portfolio Management Workbook Service Description and Benefits
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Service Description Hourly Support: ACME IT provides any type of daily support departments may require, including desktop support. These services will be provided upon the request of the Departmental Technical Liaison or other departmental representative. Support is available 24/7/365. System Administration Hourly Support: ACME IT will provide hourly support service to security compromised machines. Support is available 24/7/365. For this service, ACME IT requires administrator privileges on the machine and physical access to the machine. ACME IT may recommend that compromised machines be upgraded to Windows XP for security reasons. It is the owner department’s responsibility to purchase the software license and any hardware upgrade needed for this. Short Term Server Administration Support: ACME IT provides short term server administration support services for departments to back fill for departmental IT staff members who are unavailable. Support is available 24/7/365. This service is provided in monthly increments. If ACME IT is back filling for the Departmental Technical Liaison, ACME IT will perform Departmental Technical Liaison duties during the covered period.
Customer Benefits •
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Training: Our staff members continually train in all aspects of technology, so their skills remain up-to-date Knowledge: Breadth and depth of knowledge in networking, wi-fi, web applications, databases, servers and more Availability: Our large staff can provide skilled resources to supplement departmental IT staff on an as needed basis (with either an hourly or weekly rate structure)
Service Cost
Hourly Support: •
Monday – Friday, 8:00 a.m. – 5:00 p.m.: $35.00 per hour (two hour minimum)
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After Hours Monday – Friday and Weekends: $52.20 per hour (two hour minimum)
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A minimum two-week wait for hourly support requests is required to allow ACME IT time to schedule
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Service Portfolio Management Workbook System Administration Hourly Support: •
Monday – Friday, 8:00 a.m. – 5:00 p.m.: $70.00 per hour (two hour minimum)
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After Hours Monday – Friday and Weekends: $105.00 per hour (two hour minimum)
Short Term Server Support: •
$300.00 per month. This provides 2 hours of on-site and/or remote connection support per week.
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Additional hours are charged at $35.00 per hour.
Technology Partner Program
ACME IT will provide a Technical Support staff member who is assigned to your department to support your technology needs.
Service Description and Benefits
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Service Description Assigned technical support staff provides: Desktop support (purchasing assistance, workstation setup, software and driver installation, trouble-shooting, general user workstation service requests) Consulting Technology planning Specialized services (see 4.3.3 Additional Information and Related Services) Specialized services are negotiated and defined prior to start of contract. ACME IT provides: Management of the Technical Support Staff Backup of the Technical Support Staff when the staff member is out of the office (due to leave, training, etc.) Ongoing staff training, desk, equipment and supplies (Department may provide desk and local equipment if desired) Service request processing through Help Desk
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Up-to-date Knowledge: Our staff members continually train in all aspect of technology to be prepared to support your department Experience: ACME IT staff members who support your assigned technical support staff have extensive experience in various technology platforms and can immediately add value to departmental technology projects, etc. Vast technical resources: Networking, wireless communications, Web applications, databases, servers and more Staff work is limited to departmental needs and priorities ACME IT manages the assigned staff and attends to their HR needs
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Service Portfolio Management Workbook
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software Centralized phone support services
Service Cost Prices are based on the cost of salary and benefits for an ACME IT staff member, and include ACME IT management, backup staff, training, student assistance, equipment and supplies. Examples of total annual prices are shown below; prices are subject to the actual salary of the technical staff person assigned to your department: •
Full-Time: $84,093 per year for System Administrator/Sr. staff, $66,073 per year for IT Analyst staff
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¾ Time: $63,070 per year for System Administrator/Sr. staff, $49,555 per year for IT Analyst staff
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½ Time: $42,047 per year for System Administrator/Sr. staff, $33,037 per year for IT Analyst staff
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¼ Time: $21,023 per year for System Administrator/Sr. staff, $16,518 per year for IT Analyst staff
Additional Information and Related Services •
Departments purchasing the Technology Partner Program service may also want to purchase the Application Patch Management (see Section 3.3 Application Patch Management), Data Storage (see Section 3.4 Data Storage), and Networked Printer Management (see Section 3.5 Networked Printer Management) services.
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Staff will attend ACME IT staff meetings and training in order to better serve customer needs.
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Specialized services to be provided by the assigned person and the limitations of ACME IT in terms of their ability to back up the assigned staff person will be negotiated and defined prior to start of contract.
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Staff assignments will occur prior to the start of contract with departmental involvement.
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If Department is interested in transferring existing staff, this will be negotiated in the contract. Acceptance of existing departmental staff transferring to ACME IT for this purpose requires ACME IT approval and a possible probationary period. Page 68
Service Portfolio Management Workbook •
Hiring of new staff for the purpose of this service is the responsibility of ACME IT.
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Department must notify ACME IT of contract termination by October 1st in order to be effective on July 1st the following year. This is to allow time for staffing termination (if necessary) to occur within the guidelines of KU policy.
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Students will assist in workstation imaging and setup unless specifically prohibited.
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Rate changes will occur annually to reflect merit raises and staffing changes.
Rate Sheet The table below includes a summary of ACME IT services and rates. These rates are effective xx/xx/xx- xx/xx/xx.
Service Server Management Services Server Administration
Rate $237.50 per server per month for standard servers $237.50+X per server per month for nonstandard servers
Distributed Computing Services Desktop Support Package • Includes Application Updates • Includes Data Storage Limited Purpose Computer Support
$36.00 per standard workstation per month $36.00 per non-standard workstation per month $36.00 for per basic workstation per month $36.00 per Limited Purpose Computer per month
Application Patch Management
$4.75 per Workstation or Limited Purpose Computer per month
Data Storage
$5.85 per user per month Additional storage: $5.00 per GB per month $2.05 per GB per month for qualified archival or large storage data
Networked Printer Management
$25.65 per device per month
Additional Distributed Computing Services • PeopleSoft Installation Consulting and Staffing Support Services
No charge
Consulting and Technology Planning
$35.00 per hour
Hourly and Short Term Support • Hourly Support • Hourly System Administration Support • Short Term Server Administration Support
Hourly Support: • Mon – Fri, 8:00 a.m. – 5:00 p.m.: $35.00 per hour (two hour min.) • After Hours Mon – Fri and Weekends: $52.20 per hour (two hour min.) System Administration Hourly Support:
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Service Portfolio Management Workbook •
Mon – Fri, 8:00 a.m. – 5:00 p.m.: $70.00 per hour (two hour min.) • After Hours Mon – Fri and Weekends: $105.00 per hour (two hour min.) Short Term Server Administration Support: $300.00 per month, plus $35.00 per hour beyond 2 support hours per week. Technology Partner Program
Annual charge depending on time assigned to user department and staff level
Appendix A: Future ACME IT Services
ACME IT is committed to continuous improvement of existing services and is focused on building a comprehensive set of services that will meet customer needs. This appendix includes services that ACME IT is currently developing and plans to provide to customers in the future. Some of the items included here are new services, while others represent an expansion of existing services.
Application Patch Management •
Standard application set will be expanded to include Macintosh Operating System
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Service Portfolio Management Workbook
Service Catalogue 2 SECTION 1: Introduction
Document Purpose
This document is intended to document the IT infrastructure services, service metrics and service levels to be provided by the ACME IT (ACME IT). It is expected that this document will be changed over time to reflect new services and more accurate service levels as the ACME IT gains experience in managing the consolidated workload.
At the time of the first draft of this services catalog, the ACME Accounting Work Group is in the process of determining the means by which the ACME IT will charge for ACME IT services. The services catalog should document the basis for ACME IT charges; however, the billing units have not yet been determined. We have included some potential billing units for the services in this catalog both to suggest some obvious candidates as well as to have placeholders for the actual billing units when they become available.
Document History
During Phase 2 of the ACME’s Computer and Network Infrastructure Consolidation (ACME) , the Service Management Workgroup was chartered to determine the services to be offered by the ACME IT, service metrics and service levels. In order to accomplish this, the workgroup, which consisted of representatives of each of the participating agencies, surveyed their respective agencies current services. The results of this survey were summarized and reconciled with the scope definitions produced by the ACME steering committee to produce the items found in this services catalog.
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Service Portfolio Management Workbook Common Considerations
The delivery of all services will be subject to some common constraints. It is anticipated that all services will be delivered in accordance with the services management framework that will be formulated by the Service Management workgroup. All services will be performed so that agreed upon security policies and rules are maintained. Similarly, key processes required for the delivery of these services, such as change management, will be adhered to. In this regard, the change management process will provide for 48 hour advanced notification of scheduled down time for elements of the IT infrastructure that are managed by the ACME IT. If additional notice is required by particular agencies, these requirements are to be documented in the service level agreement (SLA), The key processes that will be developed are defined in the charter of Service Management workgroup. They are: a.
Request Management
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Customer Relationship Management
c.
Configuration Management
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Problem Management
e.
Change Management
f.
Release Management
The definition and framework for development of these processes will be the IT Infrastructure Library (ITIL). Additional ITIL based processes were identified that were not part of the original Service Management Workgroup scope and therefore were not all developed as part of this effort. The workgroup recognizes that these processes are important to the efficiency of the ACME IT. The processes are listed below with comment on where they have been or will be addressed. The processes are:
a.
Availability Management – The Availability Management process is to monitor IT components to ensure that IT consistently and cost-effectively delivers the level of availability required by the customer. It is anticipated that this function will be performed by the SLM Group within the ACME IT.
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Service Portfolio Management Workbook b. Incident Management – Incident Management is the process of restoring normal service operation as quickly as possible and minimizing the adverse impact on business operations. This will ensure the best possible levels of service quality and availability are maintained. 'Normal service operation' is defined as service operation within Service Level Agreements (SLA) limits. The Service Desk function and therefore Request Management and Customer Relationship Management are a part of this process. It been delivered as part of the High-level process flows presented to the ACME Steering Committee. c.
IT Service Continuity – IT Service Continuity Management process ensures that any IT service can provide value to the customer in the event that normal availability solutions fail.
d. Capacity Management – Capacity Management is the process of planning, sizing, and controlling IT capacity to satisfy user demand at a reasonable cost within the performance levels agreed to in the service level agreement (SLA) or internal to IT as a operating level agreement (OLA). This planning is being done within the Logistics Workgroup please reference their documents for more detail. e.
Financial Management – The process which is responsible for the sound stewardship of the monetary resources of the organization. It supports the organization in planning and executing its business objectives and requires consistent application throughout the organization to achieve maximum efficiency and minimum conflict. The Accounting Workgroup has the responsibility for defining this process.
f.
Service Level Management – Service Level Management (SLM) is the process of maintaining and improving IT Service quality through a constant cycle of defining, agreeing, documenting, monitoring, and reporting the levels of customer IT service, that are required and cost justified. Processes for reporting these metrics are to be developed and documented by the ACME IT and participating agencies. These processes will be documented in the SLAs. This process operation is the primary function being performed by the SLM Group within the ACME IT.
Once the ACME IT is operational and a chargeback method is implemented, it is expected that on an ongoing basis the ACME IT will: Page 73
Service Portfolio Management Workbook a.
Review ACME IT billings to the agencies in order to identify cost saving
opportunities b.
Review vendor bills to the ACME IT in order to identify cost saving opportunities
c.
Provide asset management for the physical elements of the ACME agencies’ infrastructure that are in the scope of the ACME project. This will include ordering assets using approved State procurement procedures as well as tracking, installing and decommissioning ACME IT assets.
As matter of principle, ACME IT services will be established and modified as needed in order to meet the critical business needs of the agencies and the State. The establishment of ACME IT services and service levels will be guided by each agency's critical hours of operation, essential data, and required system performance.
Service levels documented in the Service Catalog represent requirements for minimum service levels. These levels were identified by participating ACME agencies. It is anticipated and expected that services should be better than the minimum when possible.
SECTION 2: Services Catalog
Services for Networks
Network services provide the ACME IT agencies with the ability to send and receive data in a secure and reliable manner between systems, locations and personnel. Network services include: a.
Agency User Local Connectivity (Local Area Networks – LANs)
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Agency Facility Connectivity (Wide Area Network – WAN)
c.
Agency User Remote Connectivity (e.g. Dial up and Internet Access)
d.
Agency VPN
Delivery of LAN and WAN network services falls into the three categories below.
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Service Portfolio Management Workbook Network Operations
Network Operations is responsible for the routine running of the network infrastructure required for the data communication needs of the ACME IT agencies. This includes: a. Management of physical network elements such as circuits, firewalls, routers, switches and cabling including configuration and maintenance tasks and replacement b. Management of logical network components, such as network protocols and their configurations c. Management of vendor relationships, where network services are provided externally. d. Troubleshooting communication disruptions, working with vendors and ACME IT agencies to resolve the issues. e. Implementation and maintenance of security rules (but not the setting of security policy)
Network Administration
Network administration is responsible for: a. Monitoring of network performance in order to:
I. Provide regular reports on actual network performance against any metrics set in Service Level Agreements II. Investigate network faults that impact the ACME IT agencies business users III. Prevention of network faults IV. Resolution of network faults
b. Correction of traffic problems in the network environment, such as traffic congestion or network corruption where it impacts the ACME IT agencies users c. Completion of preventative, scheduled and warranty required hardware maintenance Page 75
Service Portfolio Management Workbook d. Management of network infrastructure: I. Management of physical cabling in all locations where either the ACME IT agencies servers or client workstations are installed, including condition monitoring and replacements including wireless infrastructure II. Ensuring the physical security of network access points, such as equipment rooms III. Implementation and maintenance of security rules as directed by ACME IT agencies e. Planning and execution of technology upgrades as requested by the ACME IT agencies including the advanced notification to agencies in order to allow: I. An analysis to be carried out to assess the impact of such changes on ACME IT agencies’ applications. II. Vendor, agency staff and ACME IT schedules to be coordinated, such that important agency activities (e.g., application rollouts, application upgrades, training sessions or live service) are not affected by changes
Network Engineering
Network Engineering is responsible for project-based and operational enhancements to the network infrastructure, such as: a. Capacity planning based on historical usage patterns and agency needs projections b. Network equipment upgrades, where existing components are replaced with additional, higher-performance components c. New network equipment installation, where for instance an expansion of the ACME IT agencies application server environment requires the introduction of a new high-capacity server-to-data storage link d. Cabling upgrades, network related facility support, and wireless infrastructure installation and support e. Planning and execution of network enhancement projects
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Service Portfolio Management Workbook f. Planning for upgrades, including advanced notification to agencies in order to allow: I. An analysis to be carried out to assess the impact of such changes on ACME IT agencies’ applications II. Vendor, agency staff and ACME IT schedules to be coordinated, such that important agency activities (e.g., application rollouts, application upgrades, training sessions or live service) are not affected by changes
Video Services (Optional)
Video services provide the ACME IT agencies with the ability to conduct audio and video conferences between systems, locations and personnel. Video and Audio services include: a. Bridging (Audio and Video) b. Gateway Services (Audio and Video) c. Scheduling (Audio and Video) d. Help Desk support (Audio and Video) e. Training (Audio and Video) f. Video/Audio Engineering Services
The Delivery of Video and Audio services fall into the two categories below.
Video/Audio Operations
Video and Audio Operations is responsible for the routine running of the video and audio infrastructure required for the needs of the ACME IT agencies. This includes: a. Manage web-based scheduling resources that are used to schedule video and audio conferences. b. Schedule, build, and monitor real-time video and audio conferences. c. Provide helpdesk support for scheduling, video endpoints, and conference operations. d. Provide Tier One technical support, working with ACME IT agencies to resolve the issues. Page 77
Service Portfolio Management Workbook e. Maintain user contact database f. Provide user training for scheduling services and video endpoints.
Video/Audio Engineering
Video and Audio Engineering is responsible for: a. Video core and endpoint equipment upgrades. b. New video and audio equipment installation. c. Network traffic analysis and network redesign to accommodate additional video streams. d. Planning and execution of video and audio enhancement projects. e. New Product Evaluation and developing approved list of video systems for ACME IT customers. f. Perform advanced beta testing with video equipment manufacturers. g. Perform interoperability testing. h. Perform all software and hardware upgrades for core video, audio, and scheduling systems.
Services for Servers and Mainframes
Server hosting services are provided both remotely as well as in the data center. These services address the complete server lifecycle including procurement, installation, configuration, hardware troubleshooting and repair, hardware and operating system refresh, moves, additions/ changes, and retirement. The key elements for server services delivery are detailed below. The services outlines in the server and mainframe sections are meant to apply to all ACME IT supported platforms. Service levels are to be applied to all supported platforms as appropriate.
System Administration
This area is responsible for the management of the computing platforms on which the ACME IT agencies applications are based (Linux, UNIX, Windows, Novell, zSeries, iSeries), including: Page 78
Service Portfolio Management Workbook a. Server installations and decommissioning b. Installation of the operating systems, configuration and hardening c. Implementation and managing access authorities d. Migration of software into production environments and post-migration support e. Installation and support of agency specified middleware f. System software upgrades, to ensure compatibility with the overall environment and to take advantage of technological and security advances, including software patches g. Condition of system hardware, e.g. enterprise servers supporting the applications and databases h. Completion of preventative, scheduled and warranty required hardware maintenance. This includes: I. Monitoring equipment conditions to ensure early recognition of likely faults II. Plan and execute maintenance in conjunction with the application maintenance, ACME IT agency approved time frames and support service line III. Coordinate urgent maintenance activities after communicating with the ACME IT agencies. i.
System performance monitoring, tuning and monthly reporting, to ensure continued compliance with service level agreements and in order to provide notification of pending capacity constraints
j.
Planning for agency requested upgrades and ACME IT upgrades, including the notification to agencies in order to allow: I. An analysis to be carried out to assess the impact of such changes on ACME IT agencies’ applications II. Provide environments for application testing of software and middleware with operating system upgrades and patches prior to going to production III. Vendor, agency staff and ACME IT schedules to be coordinated, such that important agency activities (e.g., application rollouts, application upgrades, training sessions or live service) are not affected by the changes Page 79
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Service Portfolio Management Workbook System Operations
This area is responsible for the runtime support of ACME IT agencies applications. This includes: a. Monitoring the execution of production jobs in order to assist in identifying and reporting unexpected behavior including job failures b. Following documented procedures supplied by the ACME IT agencies in reporting problems with production applications. It is expected that application procedures will include provisions for notification and job restarts to be performed by the ACME IT operations staff. c. Following documented processes created by the ACME IT in reporting problems with systems software d. Response to system/console messages including tape mounts e. Computer startups, shutdowns and recycling in accordance with the change management process and documented procedures f. Preparation and coordination of mainframe print services for distribution of batch output through existing state agency delivery channels g. Monitor backup operations and reporting failures
Production Control
This includes: a. Setting up the schedule for production and ad hoc jobs b. Monitoring the execution of production jobs to ensure the schedule is being maintained c. Reporting scheduling problems and issues to the appropriate agency staff and working with them to understand and resolve the problems d. Agency IT staff and other appropriate staff will be able to submit jobs to the ACME IT service desk.
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Service Portfolio Management Workbook Storage Management For enterprise storage, including tape and storage area networks (SANs), and storage on distributed file and print servers, this service includes: a. For disk storage, responding to agency storage requests by: I. Allocating raw storage II. Defining logical volumes III. Configuring logical volumes IV. Making the newly defined storage available for use V. Establishing security on new volumes as requested b. Capacity planning including: I. Monitoring of utilization and identifying the need for more capacity II. Notification to agencies of pending capacity constraints c. Ordering storage devices and media d. Maintenance of storage device related software and micro-code e. Monitoring and maintenance of the scratch tape pool f. Registering tapes into automated tape handling devices g. Providing and maintaining a tape library h. Rotation of tapes to offsite facilities i.
Destruction of media coming out of service in accordance with agreed upon ACME IT agency requirements
j.
Maintenance of appropriate documentation, labeling and tracking of tapes in accordance with agreed upon ACME IT agency requirements
Microfiche (Optional)
This area is responsible for the handling bursting, “pigeon holing” and preparation for distribution of microfiche through existing state agency delivery channels.
Backup/ Restore Services
This area is responsible for the management of backup facilities, including the mechanics of tape backup and off-site storage, such as storage system management, tape collection for off-site storage and tape retrieval in the event that restoration of historical data is required. This includes: Page 82
Service Portfolio Management Workbook a. Performing complete and/ or incremental backups b. Defining media rotation requirements and/ or follow standard procedure c. Labeling backup media appropriately d. Maintaining backup library e. Periodically verifying backup media integrity f. Restoring single or multiple objects from the backup media g. Restoring complete or incremental backup as needed after system failures h. Updating user that restoration has been completed
Email and Directory Services (Optional)
This is an Optional service for email and directory services. This includes the following:
Email Application Administration
a. Setting up user accounts b. Public folders c. Distribution lists d. Mailbox restores e. Storage groups f. Monitor e-mail backups g. Controlling security privileges as it relates to the user accounts, email boxes and public folders h. Perform directory synchronization with state email hub
Directory Services Administration
a. Setting up user accounts, directories, and security groups b. Controlling security privileges as it relates to the user accounts, directories and security groups c. Limit access control for users depending upon manager/Personnel requests Page 83
Service Portfolio Management Workbook CICS
ACME IT will provide CICS support to ACME IT agencies that have applications which run on mainframe computers under CICS. This support is inclusive of all requirements to create, implement in production and maintain CICS applications with the exception of writing and compiling the application code. This service includes: a. Creating the CICS table entries necessary to put a CICS transaction into a CICS environment b. Executing the CICS functions necessary to create or update a new CICS transaction in a CICS environment c. Providing assistance on coding CICS commands d. Providing assistance on creating screen maps
Services for Database Administration (DBA)
Database administration provides the services required to store, access and update production data that is managed in a database management system (DBMS). Examples of DBMS’s include DB2, IMS/DB, Oracle and Informix. These services are divided into two categories. System DBAs are generally responsible for maintaining the DBMS computing environment and this service is entirely in ACME’s scope. Application DBAs are generally responsible for the database facets of specific applications. Application DBA service will be offered as an agency requested service.
MF - System Database Administration Services
System DBA services include a.
Installing, maintaining (e.g. patches and upgrades) and monitoring the health and performance of DBMSs
b.
Defining the physical database design (log files, rollback segments, tablespaces)
c.
Setting data storage parameters for storage associated with the physical elements of the database Page 84
Service Portfolio Management Workbook d.
Implementing and executing database and system backup and recovery in shared environments on schedules provided by either the agency or Application DBA
e.
Setting up and implementing database reorganizations on schedules provided by either the agency or Application DBA
f.
Recommending naming conventions for database objects
g.
Assistance in troubleshooting performance problems
h.
Testing and implementation of patches and upgrades of DBMS’ in consultation with application DBA
i.
Constructively collaborate with Application database administrators
MF - Application Database Administration Services
Application DBA services will be provided on an “opt-in” basis to ACME IT agencies. These services include working with application development staff to: a.
Create definitions of logical data structures, tables, views, indexes, program specification blocks and define their relationships
b.
Create the data definition statements needed to create logical structures
c.
Estimating storage requirements (in consultation with physical DBA)
d.
Define how to implement the required security within the DBMS
e.
Define backup and reorganization schedules and communicate these schedules to the System DBA
f.
Execute database back-ups and restores (a.k.a. import/export) using database tools within the space allocated by the System DBA
g.
Implementing and executing database and system backup and recovery in dedicated environments (opt-out)
h.
Implementing security rules and access authority
i.
Assist in DBMS specific command selection (e.g. SQL, DL/I) to optimize performance
j.
Assist in creating stored procedures
k.
Perform data loads
l.
Create data models using agency provided tools
m. Update and maintain a data dictionary supplied by the agency n.
Develop data definition statements Page 85
Service Portfolio Management Workbook o.
Creating physical structures (tablespaces, databases, database descriptors). This will be done within the space allocated to the agency.
Additional Information
Application database administration services will be provided on an optional basis. ACME IT personnel who provide this service will function as part of a development team and will be expected to provide work products as required by the development project and to complete their work as required by the project schedule.
Server - System Database Administration Services
System DBA services include a. Installing, maintaining (e.g. patches and upgrades) and monitoring the health and performance of DBMSs b. Defining the physical database design (log files, rollback segments, tablespaces) c. Setting data storage parameters for storage associated with the physical elements of the database d. Implementing and executing database and system backup and recovery in shared environments on schedules provided by either the agency or Application DBA e. Setting up and implementing database reorganizations on schedules provided by either the agency or Application DBA f. Recommending naming conventions for database objects g. Assistance in troubleshooting performance problems h. Testing and implementation of patches and upgrades of DBMS’ in consultation with application DBA i.
Constructively collaborate with Application database administrators
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Service Portfolio Management Workbook Server - Application Database Administration Services
Application DBA services will be provided on an “opt-in” basis to ACME IT agencies. These services include working with application development staff to: a. Create definitions of logical data structures, tables, views, indexes, program specification blocks and define their relationships b. Create the data definition statements needed to create logical structures c. Estimating storage requirements (in consultation with physical DBA) d. Define how to implement the required security within the DBMS e. Define backup and reorganization schedules and communicate these schedules to the System DBA f. Execute database back-ups and restores (a.k.a. import/export) using database tools within the space allocated by the System DBA g. Implementing and executing database and system backup and recovery in dedicated environments (opt-out) h. Implementing security rules and access authority i.
Assist in DBMS specific command selection (e.g. SQL, DL/I) to optimize performance
j.
Assist in creating stored procedures
k. Perform data loads l.
Create data models using agency provided tools
m. Update and maintain a data dictionary supplied by the agency n. Develop data definition statements o. Creating physical structures (tablespaces, databases, database descriptors). This will be done within the space allocated to the agency.
Additional Information
Application database administration services will be provided on an optional basis. ACME IT personnel who provide this service will function as part of a development team and will be expected to provide work products as required by the development project and to complete their work as required by the project schedule.
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Service Portfolio Management Workbook Services for Disaster Recovery
The scope of the ACME IT Disaster Recovery Services focuses on the pricing, testing and recovery and continued operation of system components designated in the Agencies’ Disaster Recovery Plan. The ACME IT Disaster Recovery Services do not address agency business resumption or continuity of operations.
The ACME IT will offer adequate computational, data storage, and data communications services for the designated critical applications in the agencies DR plans. Disaster recovery services will be provided on an “opt-in” basis to ACME IT agencies.
Customers are responsible for disaster recovery preparedness for their applications in the event of a disaster.
Disaster Recovery Services
In the event of a disaster, ACME IT will:
a. Assess the damage to the Data Center to determine if a disaster should be declared at the ACME IT; b. Make the decision to formally declare a disaster at the ACME IT; c. Notify the alternate facilities, designated key agency contacts, and the critical application sponsors of the disaster declaration; d. Work with the alternate site staff to restore the designated operating systems and applications at the alternate site and establish the communications link to the site in preparation for operating at the site for the duration of the emergency, and e. Conduct preparations to resume operations at the Data Center.
The ACME IT will provide a designated Disaster Recovery Technical Support Coordinator. The coordinators are responsible for:
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Service Portfolio Management Workbook a. price the computing and network services components of the agencies disaster recovery plan; b. prepare, execute, and manage the alternate site contracts for the designated computing services; c. assist the agencies in preparing for the disaster recovery test events; d. serve as liaisons for the agencies during the disaster recovery tests (by assisting agencies in resolving errors in jobs, reporting communications problems to the agencies disaster recovery teams, and answering disaster recovery testing questions in general); e. assist the agencies in preparing their critical applications to run successfully at another location in the event of a disaster; f. confirm with the contracted vendor that their computing and data communications configurations will meet the agencies needs, and that they will be ready for the test;. g. formulate a test schedule, set the objectives for the test and establish action items for the ACME IT and agency team in preparation for the test. h. disseminate information to the agency regarding the test. i.
send the backup tapes and tape lists to the vendor site.
j.
assist the agency application owners/participants in successfully running their applications at the alternate site. The assistance includes help with test preparations, on-call support during the duration of the test, resolving reported problems, and serving as the liaison between the agency team and the ACME IT Team, and
k. recording all problem reports, general test notes and reports report describing results achieved for each completed test.
Disaster Recovery Agency Responsibility
The agencies will assign a Disaster Recovery Coordinator to oversee the agencies Disaster Recovery Program. The Disaster Recovery Coordinator is responsible for:
a. periodically surveying agency program managers from the customer community to determine which applications require disaster recovery services and/or resources; Page 89
Service Portfolio Management Workbook b. determine how often, organize, and request regularly-scheduled periodic tests of the disaster recovery procedures; c. maintain and update the Agencies Disaster Recovery Plan based on changes in customer requirements, critical application, data requirements and in response to events such as office moves, telephone number changes, and change in personnel and duty changes, and d. orchestrate from the agency chosen location the execution of their Disaster Recovery Plan when a disaster has been declared.
Service Desk
The service desk is the ACME IT’s 24 X 7 point of contact for authorized staff within the ACME IT agencies that require technical support. This service includes performing the following tasks: a. Provide a central point of contact for ACME IT agency help desks and authorized agency personnel b. Receive requests and trouble reports, log them, assign priority based on agreed upon definitions and route the request to the appropriate ACME IT resource c. Provide status of pending requests to agency help desk d. Notify agency contact when request is completed e. Document the completion of the request f. Develop the experience and processes that are required in order to solve as many problems as possible on the first contact
Security Services
The ACME IT will provide centralized technical security support. Security services will be performed in response to agency requirements and performed on those components that are part of the ACME IT infrastructure. Some services are new to the infrastructure and will be implemented after the initial migration and stabilization period. These services include:
a. Secured Virtual Private Network (VPN) b. Firewall management Page 90
Service Portfolio Management Workbook c. Anti-virus services for ACME IT managed resources d. Incident response for ACME IT managed resources, including, security notifications / alerts to ACME IT agencies as appropriate and applicable to agency uses or applications e. Network intrusion detection services and monitoring f. Host intrusion prevention services and monitoring g. Privacy and compliance assurance services including assisting agencies with audits h. Physical security of ACME IT assets i. Network firewall services j.
Secure wireless networking
In addition, the following secured services will be provided on an “opt in” basis by the ACME agencies: a. Encrypted traffic between the ACME IT and agency/field offices b. Encrypted storage for agency data c. Encrypted transmittal of agency data
Consulting Services
The ACME IT will be staffed with personnel who have deep skills in the technical disciplines required to successfully manage IT infrastructure. In order to maximize the value of those technical skills to the state, agencies can consult with ACME IT personnel for technical expertise for any of the offerings in this catalog. Consulting services provided by ACME IT include but are not limited to the following: a.
Assisting agency representatives with application analysis and design in order to meet requirements
b.
Assisting with systems integration
c.
Prototyping application configurations
d.
Technical debugging and performance assistance for applications
e. Assisting with the installation of software for which agencies are primarily responsible
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Service Portfolio Management Workbook f.
Arranging for “Transfer of Information” sessions, learning sessions, and overall technology refresh meetings to confirm that appropriate equipment and support techniques to maintain inventory equipment are applied
g.
Providing general technical advice in order to optimize the cost effectiveness of those elements of the IT infrastructure managed by the ACME IT
h.
Researching and completing "proofs of concept" for technologies that provide potential benefits to agencies
Additional Information
Consulting services will be provided on an optional basis. ACME IT personnel who provide this service will function as part of a development team and will be expected to provide work products as required by the development project and to complete their work as required by the project schedule.
Project Management Services
The ACME IT will have project management capability. This is required both to manage projects that are primarily internal to the ACME IT as well as to interface with agencies in managing the execution of the ACME IT component of agency projects. The service offered to agencies will include, but is not limited to: a.
Managing the assignment of ACME IT personnel to the project and the ongoing ACME IT staffing requirement for the project
b.
Development of project plans that guide the execution of ACME IT personnel in approved projects
c.
Tracking schedule, cost and ACME IT personnel utilization to the agreed upon project plan
d.
Working with agency personnel to integrate the project plan for the ACME IT component of a project into the master project plan
e.
Managing issues relating to the ACME IT component of the project. This includes issue identification, logging into an agreed upon issue tracking system, tracking progress, adherence to agreed upon escalation processes and documentation of the resolution
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Service Portfolio Management Workbook f.
Managing risks relating to the ACME IT component of the project. This includes risk identification, logging into an agreed upon tracking system, documenting mitigation steps, tracking of risk triggers, and adherence to agreed upon escalation processes
g.
Providing status reports of the ACME IT components of projects in an agreed upon format and frequency
h.
Attendance and participation in project management meetings
Additional Information
Project management services will be provided on an optional basis. ACME IT personnel who provide this service will function as part of a development team and will be expected to provide work products as required by the development project and to complete their work as required by the project schedule. Service Metrics
Hours of Support
Operations & On Call Support
Availability
Time to Respond
Time to Potential Bill Unit Restore
LAN
7am-6pm M-F
24 X 7
>99.9 %
< 30 min
< 2 hrs
# of Connections
WAN
7am-6pm M-F
24 X 7
>99.9 %
< 30 min
< 2 hrs
Bandwidth
Dial Up
7am-6pm M-F
24 X 7
>99.9 %
< 4 hrs
< 8 hrs
Per Account
Internet Access
7am-6pm M-F
24 x 7
>99.9 %
< 1 hr
< 2 hrs
Bandwidth
Video Services (optional)
7am-6pm M-F
24 X 7
>99.9 %
< 1 hr
< 4 hrs
Bandwidth
MF – Online
7am-6pm M-F
24 X 7
>99.9 %
< 15 min
<30 min
CRU
MF – Batch
7am-6pm M-F
24 x 7
>99.9 %
<15 min
< 2 hrs
CRU
MF- System DBA
7am-6pm M-F
24 X 7
N/A
< 2 hrs
N/A
Time
Application Servers
7am-6pm M-F
24 X 7
>99.9 %
< 30 min
10
CRU
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Service Portfolio Management Workbook < 2 hrs Email and Directory Services(optional)
7am-6pm M-F
Email and Directory Servers
7am-6pm M-F
Utility Servers
7am-6pm M-F
24 X 7
>99.9 %
< 30 min
< 2 hrs
CRU
Database Servers
7am-6pm M-F
24 X 7
>99.9 %
< 30 min
< 2 hrs
CRU
Server – System DBA
< 2 hrs
N/A
7am-6pm M-F
24 X 7
N/A
Security Services
7am-6pm M-F
24 X 7
>99.9 %
24 X 7
>99.9 %
< 30 min
CRU < 2 hrs
24 X 7
>99.9 %
CRU
< 30 min < 2 hrs
Time
< 30 min
< 2 hrs
CRU
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Service Portfolio Management Workbook Glossary of Terms
Term
Asset
Definition
Component of a business process. Assets can include people, accommodation, computer systems, networks, paper records, fax machines, etc.
Ability of a component or service to perform its required function at a stated instant or over a stated period of time. It is usually expressed as the availability ratio, i.e. the proportion of time that the service is actually available for use by the Customers within the agreed service hours. In the Service Catalog the availability percentages are derived using the following formula: Availability [(AST – DT) / AST] X 100 = Service or Component Availability (%)
AST = Agreed Service Time DT = Actual downtime or time that service did not meet SLA requirements (e.g. system response times) during agreed service time
Availability Management
The process to monitor IT components to ensure that IT consistently and cost-effectively delivers the level of availability and performance levels (e.g. system response time) required by the customer. Availability Management will fall under the Service Level Management team within the ACME IT.
Baseline
A snapshot or a position which is recorded. Although the position may be updated later, the baseline remains unchanged and available as a reference of the original state and as a comparison against the current position.
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Business Process
A group of business activities undertaken by an organization in pursuit of a common goal. A business process usually depends upon several business functions for support, e.g. IT, personnel, and accommodation. A business process rarely operates in isolation, i.e. other business processes will depend on it and it will depend on other processes.
Capacity Management
The process of planning, sizing, and controlling IT capacity to satisfy user demand at a reasonable cost within the performance levels agreed to in the service level agreement (SLA) or internal to IT as a operating level agreement (OLA). Definition of this process to be assigned to either the Logistics team or ACME IT Management Team.
Change(s)
The addition, modification or removal of approved, supported, or baselined hardware, network, software, application, environment, system, desktop build or associated documentation.
Change Management
The process that ensures that standardized methods and procedures are used for efficient and prompt handling of all changes, in order to minimize the impact of Change-related Incidents upon service quality.
Charging / Chargeback
The process of establishing charges in respect of business units, and raising the relevant invoices for recovery from customers.
Configuration Baseline (see also Baseline)
Configuration of a product or system established at a specific point in time, which captures both the structure and details of the product or system, and enables that product or system to be rebuilt at a later date.
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Configuration Item(s) (CIs)
Component of an infrastructure - or an item, such as a Request for Change, associated with an infrastructure - which is (or is to be) under the control of Configuration Management. CIs may vary widely in complexity, size and type - from an entire system (including all hardware, software and documentation) to a single module or a minor hardware component.
The process that covers the identifying, controlling, maintaining, and verifying of configuration items (CIs), including their versions, constituent components and relationships. Configuration Management
Customer
The goal of Configuration Management is to ensure that only authorized components, known as configuration items, are used in the IT environment. These configuration items should be monitored and tracked through out their component lifecycle.
Owner of the service; usually the Customer has responsibility for the cost of the service, either directly through charging or indirectly in terms of demonstrable business need. It is the Customer who will define the service requirements.
Customer Relationship Management
This function will be performed by a combination of Service Level Management and the Service Desk for ACME IT customer facing activities. The will provide for mechanisms on SLA negotiations as well as incidents and change requests.
Delta Release
A partial release that includes only those CIs within the release unit that has actually changed or are new since the last full or delta release.
Financial Management
The process which is responsible for the sound stewardship of the monetary resources of the organization. It supports the organization in planning and executing its business objectives and requires consistent application throughout the organization to achieve
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Service Portfolio Management Workbook maximum efficiency and minimum conflict. This process will be defined and determined by the Accounting Workgroup.
Full Release
All components of the release unit that are built, tested, distributed, and implemented together.
Hours of Support
The number of hours per day and the number and which days of the week that support will be provided - regular business hours. In some cases hours of support is dependent on agency field support hours which may be more limited then the ACME IT hours of support. Off hours are supported by operations. Off hours are supported as “On Call Support”
Incident(s)
Any event which is not part of the standard operation of a service and which causes, or may cause, an interruption to, or a reduction in, the quality of that service.
Incident Management
The process of restoring normal service operation as quickly as possible and minimizing the adverse impact on business operations. This will ensure the best possible levels of service quality and availability are maintained.
IT Service Continuity
The process ensuring that any IT service can provide value to the customer in the event that normal availability solutions fail.
Metric
Measurable element of a service process or function.
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Monitor / Monitoring
Normal Service Operation
The activity of watching a particular function in order to ascertain its status.
Service operation parameters within agreed Service Level Agreements (SLA) limits.
On Call Support
The number of hours per day and the number of days per week support will to be provided via an On-Call communication mechanism (cell, pager, text messaging, phone, signal flare, mega-phone, other) based on the agreed SLA. This is separate from On-Site support where the resource is physically located on the ACME IT premises to provide support.
Operational Level Agreements (OLA)
An internal agreement covering the delivery of services which support the IT organization in their delivery of services.
Operations Hours of Support
Problem(s)
Problem Management
Depending on business requirement, some systems will require support outside the ACME IT normal business hours. These requirements for additional support will be part of the service level agreement.
Unknown underlying cause of one or more Incidents.
The process of proactively and reactively identifying trends, seeking the root cause of incidents, initiating actions to implement a workaround or resolution, and preventing similar incidents in the future. The reactive aspect is concerned with solving problems in response to one or more incidents. Proactive Problem Management is concerned with identifying and solving problems and known errors before incidents occur in the first place.
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Service Portfolio Management Workbook Problem Management differs from Incident Management in that it seeks to investigate the root cause of an incident and find the solution. On the other hand Incident Management seeks to find the quickest way of restoring service, potentially through a workaround rather than a solution.
Process
A connected series of actions, changes etc. performed by agents with intent of satisfying a goal.
Release
A collection of new and/or changed Configuration Items (CIs) which are tested and introduced into the live environment together.
Release Management
The process of coordinating and managing releases to a live environment. The process includes planning, analyzing, designing, building, testing, and deploying a bundled release of hardware and software to multiple customers and locations. Includes release package assembly, centralized and distributed software storage and version control, migration control, release preparation and acceptance, software and data distribution, and hardware and software installation.
Release Package
Request Management
Service(s)
A group of releases (can include both full and delta releases) packaged together and implemented concurrently.
The process to ensure that requests submitted to the ACME IT are handled appropriately. This function will be handled by the Service Desk and the Change Management process.
The deliverables of the IT organization as perceived by the Customers. Contains one or more IT systems working together to enable a business process.
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Service Availability (see also Availability)
Service Desk
Ability of a component or service to perform its required function at a stated instant or over a stated period of time. It is usually expressed as the availability ratio, i.e. the proportion of time that the service is actually available for use by the Customers at the agreed upon performance level (e.g. system response time) within the agreed service hours.
The point of contact within the IT organization for consumers of IT services.
Service Level Agreement (SLA)
Written agreement between a service provider (e.g. the ACME IT) and the Customer(s) (e.g. an Agency), that document s agreed Service Levels for one or more Services.
Service Level Management (SLM)
The process of maintaining and improving IT Service quality through a constant cycle of defining, agreeing, documenting, monitoring, and reporting the levels of customer IT service, that are required and cost justified. This process will be defined and administered by the Service Level Management team within the ACME IT.
Service Response Time
Target timeframe set for a service to perform its required function at a stated instant or over a stated period of time. It is usually expressed as seconds or sub seconds but can be whatever time or unit measurement that is appropriate for a given platform.
Support Hours (see Hours of Support)
The number of hours per day and the number and which days of the week that support will be provided for a given Service Level.
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System
An integrated composite that consists of one or more of the processes, hardware, software, facilities and people, that provides a capability to satisfy a stated need or objective.
System Response Time
Target timeframe set for a system (OS, platform, printer, etc) component to perform its required function at a stated instant or over a stated period of time. It is usually expressed as seconds or sub seconds but can be whatever time or unit measurement that is appropriate for a given platform.
Time to Respond
The amount of time available for a response to an incident from the appropriate ACME IT support personnel. This is the time for triage on the Incident to begin at a minimum.
Time to Restore
The amount of time that is taken to return a given service to normal levels of performance from the onset of an Incident to the point where adequate checks have taken place to ensure that the service has been restored. In some cases time to restore is dependent on agency field support availability, hardware replacement contracts, and physical constraints that are beyond the control of the ACME IT.
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Business Justification Document
IT Services Business Justification Process: Service Portfolio Management
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Service Portfolio Management Workbook Business Justification Document for Service Portfolio Management
The document is not to be considered an extensive statement as its topics have to be generic enough to suit any reader for any organization. However, the reader will certainly be reminded of the key topics that have to be considered. This document serves as a reference for HOW TO APPROACH THE TASK OF SEEKING FUNDS for the implementation of the Service Portfolio Management process. This document provides a basis for completion within your own organization. This document was; Prepared by: On:
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And accepted by:
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Service Portfolio Management Workbook Service Portfolio Management Business Justification
A strong enough business case will ensure progress and funds are made available for any IT initiative.
This may sound like a bold statement but it is true. As IT professionals we have (for too long) assumed that we miss out on funds why other functional areas (e.g. Human resources and other shared services) seem to get all that they want.
However, the problem is not with them, it’s with US. We are typically poor salespeople when it comes to putting our case forward.
We try to impress with technical descriptions, rather than talking in a language that a business person understands.
For example:
We say
We should say
We have to increase IT security controls, with the implementation of a new firewall.
Two weeks ago our biggest competitor lost information that is now rumored to be available on the internet.
The network bandwidth is our biggest bottleneck and we have to go to a switched local environment.
The e-mail you send to the other national managers will take 4 to 6 hours to be delivered. It used to be 2 to 3 minutes, but we are now using our computers for so many more tasks.
Changes to the environment are scheduled We are making the changes on Sunday afternoon. There will be less people working then. for a period of time when we expect there to be minimal business impact.
Doesn’t that sound familiar? To help reinforce this point even further, consider the situation of buying a new fridge. What if the technically savvy sales person wants to explain “the intricacies of the tubing structure used to super cool the high pressure gases, which flow in an anti-clockwise direction in the Southern hemisphere”? Wouldn’t you say “too much information, who cares – does it make things cold?”
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Service Portfolio Management Workbook Well IT managers need to stop trying to tell business managers about the tubing structure and just tell them what they are interested in. So let’s now look at some benefits of Service Portfolio Management. Remember that the comments here are generic, as they have to apply to any organization. Benefits
Notes/Comments/Relevance
The most important aspect of Service Portfolio Management is the monitoring and delivery of services that lead to increasing satisfaction levels of customers.
(Note in ITIL terms the Customer is the person who “pays” for the IT Service)
With Service Portfolio Management we focus on meeting the Service Level Requirements specified to us by customers.
The SLR gives us a blueprint to check our own Service Delivery against. IT Services delivered that have no corresponding SLR may in fact be surplus to business requirements.
Service Portfolio Management focuses us into the creation of targets and metrics against which we can measure performance.
If it can’t be measured it can’t be managed.
Through the process of Service Portfolio Management we can develop a common language
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Service Portfolio Management Workbook of understanding between IT and Customers.
The process of establishing and monitoring performance levels means that when It and business people discuss IT related issues they are in fact talking about the same thing (and not – as often happens – talking at odds with each other). For example, if a meeting is held to discuss the Service Level Agreement for the provision of E-mail services then there is common ground for discussion.
Service Level Management also ensures that we have clearly defined roles and responsibilities.
This is a clear benefit in that we can easily identify those involved with negotiations, escalations, monitoring and reporting. Even if one person performs many different roles within the process, we can clearly articulate what these are.
(Importantly, the process also allows us to document customer responsibilities as well as IT)
The monitoring aspect of SLM is the perfect way to discover weak or potentially weak areas of Service Delivery.
Ideally, identified in advance so that remedial action can be taken (e.g. Service Improvement Plan – SIP).
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SLM underpins supplier management (and vice versa) – in cases where services are outsourced, the SLAs are a key part of managing the relationship with the third-party. In other cases service monitoring allows the performance of suppliers (internal and external) to be evaluated and managed.
When we create Service Level Agreements – the most widely known single activity of Service Level Management – we generally include a section on Pricing.
The SLA then becomes the basis of charging for IT Services.
(Note that IT Service Managers must be able to clearly articulate the difference between cost and value – cost is discussed in absolute monetary terms; value is a discussion regarding potential business impact).
An important, but often overlooked, part of this process is the identification of weaknesses in the use of IT Services from the organization end-user population. Monitoring the nature of calls for support and general communication can help us to identify such weaknesses and therefore suggest education programs that will address the lack of knowledge and skill.
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Service Design – The Big Picture In order to develop effective and efficient service solutions that meet the requirements of the business and the needs of IT, it is essential that all the inputs and needs of all other areas and processes are reconsidered within each of the Service Design activities, as illustrated in Figure 2. This will ensure that all service solutions are consistent and compatible with existing solutions and will meet the expectations of the customers, and users. This will most effectively be achieved by consolidating these facets of the key processes into all of these Service Design activities, so that all inputs are automatically referenced every time a new or changed service solution is produced.
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Key Links, Inputs and Outputs of Service Design Figure 1 gives a good overview of the links, inputs and outputs involved at each stage of the Service Lifecycle. It illustrates the key outputs produced by each stage, which are used as inputs by the subsequent stages. The Service Portfolio acts as ‘the spine’ of the Service Lifecycle. It is the single integrated source of information on the status of each service, together with other service details and the interfaces and dependencies between services. The information within the Service Portfolio is used by the activities within each stage of the Service Lifecycle.
Figure 1
The business/customers
Requirements
S
Service Strategy Strategies
Policies
Resource & constraints
Objectives from Requirements
e r v i
Service Design
SDPs Solution Designs
Architectures
Service Transition Transition Plans
c e
Standards
Tested solutions
SKMS
Operational services
Service Operation
C a
Continual Service Improvement
Improvement actions & plans
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Roles & Responsibilities of the Product Manager Product Manager is key role within Service Portfolio Management. The role is responsible for managing services as a product over their entire lifecycle from concept to retirement through design, transition and operation. They are instrumental in the development of Service Strategy and its execution through the Service Lifecycle within a high-performing portfolio of services.
Product Managers bring coordination and focus to the organization around the Service Catalogue, or which they maintain ownership. They work closely with Business Relationship Managers (BRMs) who bring coordination and focus to the Customer Portfolio.
Product Managers are recognized as the subject matter experts on Lines of Service (LOS) and the Service Catalogue. They understand Service Models and their internal structure and dynamics to be able to drive changes and improvements effectively. They have a consolidated view of costs and risks across LOS, just as BRMs maintain a similar view across customers and contracts.
Product Managers evaluate new market opportunities, operating models, technologies and the emerging needs of customers. They follow variety-based positions and seek new sources of demand for items in the Service Catalogue. They negotiate internal agreements with BRMs, who represent the underserved needs of customers. When solutions are not found in the Catalogue or Pipeline, Product Managers and BRMs work together on making a business case for new service development (NSD). They involve the Sourcing Management function when there is a need to integrate third-party services and other service components for a new or existing service. They hold a position within the Sourcing Organization. This requires Product Managers to be adept in integration projects and in holding internal and external suppliers accountable via formal agreements.
Product managers provide leadership on the development of business cases, LOS strategy, new service development and Service Lifecycle management schedules.
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Service Portfolio Management Workbook They perform financial analysis in collaboration with Service Design, Service Operation and Financial Management. This requires them to be good in negotiation, managing conflict and achieving consensus in order to achieve the organization’s strategic positions and financial objectives.
They bring the market mindset necessary for an outcome-based definition of services and effectiveness in value creation. They are able to manage conflict and constraints. They balance change and innovation in the Service Pipeline with stability, dependability and financial performance of the Service Catalogue. Product Managers are able to communicate LOS strategies effectively to senior leadership, develop partnerships with other groups within the organization and outside suppliers in order to satisfy customer needs. They must be able to play new service development programmes in response to new market opportunities, assess the impact of new technologies, and guide the creation of innovative solutions. They market the development and implementation of services that incorporate new technologies or system development. This requires extensive cross-organization communications.
Critical Knowledge, Skills and Experience
Product Managers should have working knowledge of the market spaces with regards to industry applications, business trends, technologies, competitive scenarios, regulations, suppliers and vendors. They also should have demonstrated sustained performance in previous assignments, sound business judgment, negotiating skills and people skills. They should have excellent communications skills and the ability to accept challenges and manage the positive and negative aspects of risks, and develop solutions on time and within cost objectives.
Product management draws from multiple disciplines, bodies of knowledge and communities of practice: •
Business strategy, competitive analysis and portfolio management
•
Design, software development and systems engineering
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Financial analysis, lifecycle Cost Management and pricing
•
Project management and risk management
•
Sourcing and supplier management
Education would generally include an advanced degree in Accounting, Finance, Marketing, Operations, Engineering, Information Systems or Computer Science, or equivalent experience.
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Reports, KPI’s and other Metrics
IT Services Reports and KPI Targets Process: Service Portfolio Management
Status:
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Service Portfolio Management Workbook Reports and KPI Targets for Service Portfolio Management
The document is not to be considered an extensive statement as its topics have to be generic enough to suit any reader for any organization.
However, the reader will certainly be reminded of the key topics that have to be considered.
This document serves as a GUIDE ON SUITABLE KEY PERFORMANCE INDICATORS (KPIs) and REPORTS FOR MANAGEMENT for the Service Portfolio Management process. This document provides a basis for completion within your own organization.
This document contains suggestions regarding the measures that would be meaningful for this process. The metrics demonstrated are intended to show the reader the range of metrics that can be used. The message must also be clear that technology metrics must be heavily supplemented with nontechnical and business focused metrics/KPI’s/measures.
This document was; Prepared by: On:
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Service Portfolio Management Workbook Key Performance Indicators (KPI’s)
Continuous improvement requires that each process needs to have a plan about “how” and “when” to measure its own performance. While there can be no set guidelines presented for the timing/when of these reviews; the “how” question can be answered with metrics and measurements.
With regard to timing of reviews then factors such as resource availability, cost and “nuisance factor” need to be accounted for. Many initiatives begin with good intentions to do regular reviews, but these fall away very rapidly. This is why the process owner must have the conviction to follow through on assessments and meetings and reviews, etc. If the process manager feels that reviews are too seldom or too often then the schedule should be changed to reflect that.
Establishing SMART targets is a key part of good process management. SMART is an acronym for:
Simple Measurable Achievable Realistic Time Driven
Metrics help to ensure that the process in question is running effectively.
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Service Portfolio Management Workbook With regard to SERVICE PORTFOLIO MANAGEMENT the following metrics and associated targets should be considered:
Key Performance Indicator
The percentage of Underpinning contracts and OLAs in place that are supporting Service Level Agreements.
Meetings held (on time) to review performance
Target Value
Time Frame/Notes/Who
(some examples) Expressed as a percentage, it indicates that SLAs are more than just a document, but have been extended into related agreements with internal and external providers. A reducing number here may be a good indication or at least the number should be stable.
Costs of Service Delivery decreasing. The percentage of targets relating to Service delivery being met. The number of Service breaches recorded Improvements in salient points from Customer feedback forms Others
Special Tip: Beware of using percentages in too many cases. It may even be better to use absolute values when the potential number of maximum failures is less than 100.
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Service Portfolio Management Workbook Reports for Management
Management reports help identify future trends and allow review of the “health” of the process. Setting a security level on certain reports may be appropriate as may be categorizing the report as Strategic, Operational or Tactical.
The acid test for a relevant report is to have a sound answer to the question; “What decisions is this report helping management to make?”
Management reports for Service Portfolio Management should include:
Report
Time Frame/Notes/Who
Expected growth in demand for the service (will generally be high at start-up, but then plateau) Serious Service breaches and remedy steps taken Backlog details of process activities outstanding (along with potential negative impact regarding failure to complete the work in a timely manner) – but also provide solutions on how the backlog can be cleared. Simple breakdown of new SLA/OLA/UCs created, simple notes on reviews of same completed. Analysis and results of meetings completed The situation regarding the process staffing levels and any suggestions regarding redistribution, recruitment and training required. Human resource reporting including hours worked against project/activity (including weekend/after hours work). Relevant Financial information– to be provided in conjunction with Financial Management for IT Services
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Communication Plan
IT Services Communication Plan Process: Service Portfolio Management
Status:
In draft Under Review Sent for Approval Approved Rejected
Version:
<>
Release Date:
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Service Portfolio Management Workbook Communication Plan for Service Portfolio Management The document is not to be considered an extensive statement as its topics have to be generic enough to suit any reader for any organization. However, the reader will certainly be reminded of the key topics that have to be considered. This document serves as a GUIDE FOR COMMUNICATIONS REQUIRED for the Service Portfolio Management process. This document provides a basis for completion within your own organization. This document contains suggestions regarding information to share with others. The document is deliberately concise and broken into communication modules. This will allow the reader to pick and choose information for e-mails, flyers, etc. from one or more modules if and when appropriate. This document was; Prepared by: On:
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Service Portfolio Management Workbook Initial Communication Sell the Benefits First steps in communication require the need to answer the question that most people (quite rightly) ask when the IT department suggests a new system, a new way of working. WHY?
It is here that we need to promote and sell the benefits. However, be cautious of using generic words. Cite specific examples from your own organization that the reader will be able to relate to.
Generic Benefit statements
Specific Organizational example
CM provides accurate information on our IT components
This is important because…
Allows us to more carefully control the valuable IT infrastructure
In recent times, our control on IT has…
Helps us to more effectively manage our expenditure on IT
Apart from the obvious benefits, the IT department in recent times has…
Assists with protecting against illegal or unauthorized software
A recent example of… saw the individual and the company face severe penalties
The above Communication module (or elements of) was/were distributed; To: On:
<>
By:
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Service Portfolio Management Workbook Service Portfolio Management Goal The Goal of Service Portfolio Management The Goal of Service Portfolio Management can be promoted in the following manner.
Official Goal Statement: Through a process of continual negotiation, discussion, monitoring and reporting, the Service Portfolio Management process aims to ensure the delivery of IT services that meet the requirements and expectations of our customers and end-users
Seek agreement on expected delivery of IT service by gaining an understanding of the Service Portfolio Requirements from nominated personnel (Special Tip: Beware of using only Managers to gain information from, as the resistance factor will be high)
Oversee the monitoring of service delivery to ensure that the negotiations regarding the service requirements are not ignored and treated as a once off exercise
Provide relevant reports to nominated personnel. (Special Tip: Beware of reporting only to Managers. If you speak to a lot of people regarding Service Delivery then you need to establish ways to report to these people the outcomes and f th di i ) The above Service Portfolio Management Goals module was distributed; To: On:
<>
By:
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Service Portfolio Management Workbook Service Portfolio Management Activities Intrusive & Hidden Activities The list of actions in this module will have a direct impact on end users and IT Staff. They will be curious as to why working with them in this manner, rather than the historical method of just “doing it”. There could be an element of suspicion and resistance, so consider different strategies to overcome this initial scepticism.
Identification • •
Analysing current services and Service Level Requirements Recording the current service provision in a Service Catalogue
Definition Matching & customising (with the customer) of the right service provision against the right costs • •
Service Catalogue Demands of the customer (Service Level Requirements)
Agreement (Defining and signing SLA/s) •
Service Level Agreements, supported by: Operational Level Agreements (OLAs) and Underpinning Contracts
Monitoring Measuring the actual service levels against the agreed service levels
Reporting •
Reporting on the service provision (to the customer and the IT organization)
Evaluation (Review) • • •
Evaluate the service provision with the customer Match & customise: adjust service provision if required? (SIP, SQP) Match & customise: adjust SLA if required
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Service Portfolio Management Workbook Service Portfolio Management Deliverables Outputs of the Process There are a variety of output documents that should be visible to the customer and end-user. Outlining these will allow the use of common terms – which enhances the overall communication process.
SLR = Service Level Requirements • •
Detailed recording of the customers’ needs Blueprint for defining, adapting and revising of services
Service Spec Sheets = Service Specifications •
Connection between functionality (externally / customer focussed) and technicalities (internally / IT organisation focussed)
Service Catalogue • • •
Detailed survey of available services Detailed survey of available service levels Derived from the Service Spec Sheets, but written in “customer terminology”
SLA = Service Level Agreement The written agreement between the provider and the customer (business representative)
Service Level Achievements = the Service Levels that are realised
News about the Service Portfolio Management deliverables were distributed; To: On:
<>
By:
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Service Portfolio Management Workbook Service Portfolio Management Planning Costs Information relating to costs may be a topic that would be held back from general communication. Failure to convince people of the benefits will mean total rejection of associated costs. If required, costs fall under several categories: •
Personnel – audit verification staff, database management team (Set-up and ongoing)
•
Accommodation – Physical location (Set-up and ongoing)
•
Software – Tools (Set-up and ongoing)
•
Hardware – Infrastructure (Set-up)
•
Education – Training (Set-up and ongoing)
•
Procedures – external consultants etc. (Set-up)
The costs of implementing Service Level Management will be outweighed by the benefits. For example, many organizations have a negative perception of the function of the IT Department. A well run Service Level Management process will make major inroads into altering that perception.
Failure to deliver acceptable services will only add to any poor perceptions and start business people questioning the value of IT.
Details regarding the cost of Service Level management were distributed; To: On:
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By: On:
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IMPLEMENTATION & PROJECT PLAN
IT Services Implementation Plan/Project Plan Skeleton Outline Process: Service Portfolio Management
Status: Version:
0.1
Release Date:
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Service Portfolio Management Workbook Planning and implementation for Service Portfolio Management
This document as described provides guidance for the planning and implementation of the Service Portfolio Management ITIL process. The document is not to be considered an extensive plan as its topics have to be generic enough to suit any reader for any organization. However, the reader will certainly be reminded of the key topics that have to be considered for planning and implementation of this process.
Initial planning
When beginning the process planning the following items must be completed: CHECK
DESCRIPTION
☺ or 2 or date Get agreement on the objective (use the ITIL definition), purpose, scope, and implementation approach (e.g. Internal, outsourced, hybrid) for the process. Assign a person to the key role of process manager/owner. This person is responsible for the process and all associated systems.
Conduct a review of activities that would currently be considered as an activity associated with this process. Make notes and discuss the “re-usability” of that activity. Three key activities of Service Portfolio Management are: •
Define
•
Analyse
•
Approve
•
Charter
Create and gain agreement on a high-level process plan and a design for any associated process systems. NOTE: the plan need not be detailed. Too many initiatives get caught up in too much detail in the planning phase. KEEP THE MOMENTUM GOING.
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Review the finances required for the process as a whole and any associated systems (expenditure including people, software, hardware, accommodation). Don’t forget that the initial expenditure may be higher than the ongoing costs. Don’t forget annual allowances for systems maintenance or customizations to systems by development staff. Agree the policy regarding this process
Create Strategic statements
Policy Statement The policy establishes the “SENSE OF URGENCY” for the process.
It helps us to think clearly about and agree on the reasons WHY effort is put into this process.
An inability to answer this seemingly simple, but actually complex question is a major stepping stone towards successful implementation
The most common mistake made is that reasons regarding IT are given as the WHY we should do this. Reasons like to make our IT department more efficient are far too generic and don’t focus on the real issue behind why this process is needed.
The statement must leave the reader in no doubt that the benefits of this process will be far reaching and contribute to the business in a clearly recognizable way.
Objective Statement When you are describing the end or ultimate goal for a unit of activity that is about to be undertaken you are outlining the OBJECTIVE for that unit of activity.
Of course the activity may be some actions for just yourself or a team of people. In either case, writing down the answer to WHERE will this activity to me/us/the organization is a powerful exercise.
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Service Portfolio Management Workbook There are many studies that indicate the simple act of putting a statement about the end result expected onto a piece of paper, then continually referring to it, makes achieving that end result realistic.
As a tip regarding the development of an objective statement; don’t get caught up in spending hours on this. Do it quickly and go with your instincts or first thoughts – BUT THEN, wait a few days and review what you did for another short period of time and THEN commit to the outcome of the second review as your statement.
Scope Statement In defining the scope of this process we are answering what activities and what “information interfaces” does this process have.
Don’t get caught up in trying to be too detailed about the information flow into and out of this process. What is important is that others realize that information does in fact flow.
For example, with regard to the SERVICE PORTFOLIOMANAGEMENT process we can create a simple table such as:
Service Portfolio Management Information flows example
Process
Process
Information
Service Portfolio Management
to
Service Up to date and complete record of services in each Level stage of the Portfolio Management
Service Level Management
to
Service Service Level Requirements, SLA’s, OLA’s, UC’s Portfolio Management
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Steps for Implementation There can be a variety of ways to implement this process. For a lot of organizations a staged implementation may be suited. For others a “big bang” implementation – due to absolute equality may be appropriate. In reality however, we usually look at implementation according to pre-defined priorities. Consider the following options and then apply a suitable model to your own organization or case study. STEPS
Define the Objective and Scope for Service Portfolio Management
Establish and agree on a clear definition for the words: •
Pipeline
•
Service Catalogue
•
Retired services
This is one of the most interesting aspects. It can be very difficult to get everyone to agree to a definition, and it can be very difficult to establish the correct understanding of the definition. However, get this right, and the rest of the process is made easier.
Seek initial approval
Establish and Define Roles and Responsibilities for the process. Appoint a Service Portfolio Manager.
Establish and Define the Scope for Service Portfolio Management and the relationships with IT Services
Establish Service Portfolio Management Process
NOTES/ /RELEVANCE/DATES/ WHO
Service Portfolio Management Workbook
Establish and Define Relationship with all other processes. This is another key aspect of the Service Portfolio Management process. Service Portfolio Management is where we are helping set the expectations of service and influence their perceptions. Service Portfolio Management works closely with Service Level Management, Financial Management and Service Catalogue Management to achieve this.
Establish monitoring levels. Service Portfolio Management from as seen by the business is related to the service and not the components that make up the service.
Define reporting standards
Publicize and market
The priority selection has to be made with other factors in mind, such as competitive analysis, any legal requirements, and desires of “politically powerful influencers”.
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Service Portfolio Management Workbook Costs
The cost of process implementation is something that must be considered before, during and after the implementation initiative. The following points and table helps to frame these considerations: (A variety of symbols have been provided to help you indicate required expenditure, rising or falling expenditure, level of satisfaction regarding costs in a particular area, etc. Initial Personnel Costs of people for initial design of process, implementation and ongoing support Accommodation Costs of housing new staff and any associated new equipment and space for documents or process related concepts.
During
Ongoing
0
/
☺
Software New tools required to support the process and/or the costs of migration from an existing tool or system to the new one. Maintenance costs Hardware New hardware required to support the process activities. IT hardware and even new desks for staff. Education Re-education of existing staff to learn new techniques and/or learn to operate new systems. Procedures Development costs associated with filling in the detail of a process activity. The step-by-step recipe guides for all involved and even indirectly involved personnel.
In most cases, costs for Process implementation have to be budgeted for (or allocated) well in advance of expenditure. Part of this step involves deciding on a charging mechanism (if any) for the new services to be offered.
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Service Portfolio Management Workbook Build the team Each process requires a process owner and in most situations a team of people to assist.
The Service Portfolio Management process is one of the processes in the Service Strategy phase that shows very visible benefits from the outset and is very influential in setting the perception of IT Services to its customers and end users.
Of course a lot will be dependant on the timing of the implementation and whether it is to be staged or implemented as one exercise.
Analyse current situation and FLAG Naturally there are many organizations that have many existing procedures/processes and people in place that feel that the activities of Service Portfolio Management is already being done. It is critical to identify these systems and consider their future role as part of the new process definition. Examples of areas to review are: Area
Notes
Power teams Current formal procedures Current informal procedures Current role descriptions Existing organizational structure Spreadsheets, databases and other repositories Other…
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Service Portfolio Management Workbook Implementation Planning After base decisions regarding the scope of the process and the overall planning activities are complete we need to address the actual implementation of the process. It is unlikely that there will not be some current activity or work being performed that would fit under the banner of this process. However, we can provide a comprehensive checklist of points that must be reviewed and done. Implementation activities for Service Portfolio Management Activity
Notes/Comment s/Time Frame/Who
Review current and existing Service Portfolio Management practices in greater detail. Make sure you also review current process connections from these practices to other areas of IT Service Strategy.
Review the ability of existing functions and staff. Can we “reuse” some of the skills to minimize training, education and time required for implementation?
Establish the accuracy and relevance of current processes, procedures and meetings. As part of this step if any information is credible document the transition from the current format to any new format that is selected.
Decide how best to select any vendor that will provide assistance in this process area (including tools, external consultancy or assistance to help with initial high workload during process implementation).
Establish a selection guideline for the evaluation and selection of tools required to support this process area (i.e. Service Portfolio Management tools).
Purchase and install tools required to support this process (i.e. Service Portfolio Management tool). Ensure adequate skills transfer and on-going support is catered for if external systems are selected. Create any required business processes interfaces for this
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Service Portfolio Management Workbook process that can be provided by the automated tools (e.g. reporting – frequency, content).
Document and get agreement on roles, responsibilities and training plans.
Communicate with and provide necessary education and training for staff that covers the actual importance of the process and the intricacies of being part of the process itself.
An important point to remember is that if this process is to be implemented at the same time as other processes that it is crucial that both implementation plans and importantly timing of work is complementary. Cutover to new processes The question of when a new process actually starts is one that is not easy to answer. Most process activity evolves without rigid starting dates and this is what we mean when we answer a question with “that’s just the way it’s done around here”. Ultimately we do want the new process to become the way things are done around here, so it may even be best not to set specific launch dates, as this will set the expectation that from the given date all issues relating to the process will disappear (not a realistic expectation).
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FURTHER INFORMATION For more information on other products available from The Art of Service, you can visit our website: http://www.theartofservice.com
If you found this guide helpful, you can find more publications from The Art of Service at: http://www.amazon.com
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