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IT SERVICE MANAGEMENT
FOR NON-IT MANAGERS (CXO)
Danil Dintsis
Ph. D., PMP®, EXIN® accredited trainer
www.i-mokymas.com
BRIEF ABOUT THE PRESENTER
Ph. D. in System Analysis (Doctorate degree, ISCED verified)
Ph.D. in Technical management (Candidate degree, ISCED
verified)
Portfolio manager and IT consultant, teacher and coach for 15+
years with the following certifications:
PMP®
EXIN accredited trainer for ITIL®, MOF®, Cloud computing, Operation
services and Analysis (OSA®)
WHAT IS THE GOAL OF THE PRESENTATION
How ITSM
may help us?How should we
Work together
What shall I do with my IT people
What are our common goals
WHAT IS ITSM
Measurable targets for IT
IT supports
Main business
IT as a Service Business-IT alignment
STEP1. ALIGN BUSINESS AND IT PORTFOLIO
WHAT IS IT INFLUENCE
ON MAIN BUSINESS PROCESSES
Does your company have IT services with direct impact on sales, productivity, etc?
Are there any business services critically dependent on IT?
WHAT INFLUENCE MAY IT HAVE
ON MAIN BUSINESS PROCESSES
What are the risks and opportunities of using IT services?
What is the value added by IT?
How can we measure IT service value?
Q&A FOR BIT ALIGNMENT
Do you have an IT strategy in place? Is it aligned to organizational objectives?
Is the strategy communicated? Does everyone have a clear understanding of the strategy?
Is the strategy measured, and are opportunities for improvement identified?
Are there service level agreements (SLAs) in place for the key business services?
Is there a process for identifying and approving new project concepts?
Is there a published portfolio of projects? Is it clearly communicated and understood by IT and the business representatives?
Is there a clear connection between the strategy and IT’s portfolio of projects and services?
Is IT service demand measured and analyzed?
Are new business requests accepted, organized, managed, and acted upon?
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BUSINESS-IT ALIGNMENT
Outcomes Measures
The business considers IT as a strategic asset.
The business continues to invest in enhancements or new services. The business consults with IT as part of strategic decisions, acquisitions, or new directions.
IT has a strategic plan. The business and IT publish and measure an annual IT service strategy. The strategy articulates the linkages between IT goals and the business goals and outlines measurements, budget, risks, and a plan for execution.
IT has an understanding of its capabilities and resources.
IT has a predictable model for estimating resource consumption and the adoption of new technologies. IT measures business demand of services offered and uses this information for planning purposes.
IT has a set of defined services and projects that support the strategic plan.
IT has a published service portfolio that identifies all projects. IT has a published service catalog that identifies and describes all services offered to the organization.
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ALIGNMENT OF BUSINESS – MATURITY MODEL
5th (optimized) maturity level: IT implements business KPIs
Example: 0,1% growth of Internet bank service availability provides
additional 5% of Internet banking cash flow
3rd (defined) maturity level: IT service based KPIs
Example: 95% of user requests and incidents are resolved
according to SLA
4th (managed) maturity level: integrated IT and business KPIs
Example: 5% decrease of company’s website availability increases
client phone calls twice
STEP 2. SERVICE CATALOGUE -
AGREE ON SERVICE PORTFOLIO
Service catalogue contains full and transparent set of services, KPIs, and
components
SERVICE CATALOGUE:
STEP TO TRANSPARENCY
SC includes at Business level:
Service attributes
Support days and hours
Service manager
Service KPIs (for example, Availability level, Restoration time in case of a failure,
etc.)
Thresholds
Reporting tools and periods
Escalation contacts
Service cost
SERVICE CATALOGUE:
COMPONENT LEVEL
SC includes at a Component level:
List of components (resources, including human) which are necessary for service
delivery according to quality metrics mentioned in a Business level
Component support parameters
Component capacity, including risk mitigation subcomponents (i.e. second
server)
References to third-party contracts, support warranties and obligations
Component support expenditures
STEP 3. SERVICE LEVEL AGREEMENT
Agreement between IT Department/outsourcing provider and business
department
Regulates certain service conditions, KPIs, and interaction procedures for a
single IT service or a group of IT services provided for this business unit
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COMMON TYPES OF SLA-S
Business unit based (includes all services for the certain BU)
Service based (describes IT service for all Bus)
Multi-level SLA
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SLA PROCEDURES EXAMPLES
Call process procedure
RFC process
Regular activities procedure
KPIs
Control procedure
Escalation procedure
Third-party dependencies (e.g. Internet provider
and/or external Datacenter)
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CONTROLLING SLA – CLEAR VISION
OF IT ACHIAVEMENTShttp://i-mokymas.com
STEP 4. CSI – IMPROVE CONTINUOUSLYhttp://i-mokymas.com
THANK YOU!
.
www.i-mokymas.com
https://www.facebook.com/ismanusism
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