The Real Deal: Developing Your Service Portfolio and Catalog – Session 204

1. The Real Deal: Developing Your Service Portfolio and Catalog – Session 204

2. Agenda • Introductions • Service Portfolio vs. Service Catalog • Who Cares? Show the Value of IT! • Where to Start • Agile Approach • Assess • Design • Adopt • Improve • Control • Summary • Learn More!

3. Introductions • Paul Solis – Cask, LLC • You • Who has implemented a Service Portfolio and Catalog in their organization? • Who has used Agile techniques for process or service design?

4. Service Portfolio vs. Service Catalog

5. Who Cares?

6. Show the Value of IT! Business Services • Meaningful and memorable • Well thought through services • Target specific customers • Tell customers what they get and how much • Educate customers • Easy to use Service Name and Description SLA Service Cost Customer Experience

7. Where to Start Through 2013, 70% of IT organizations with an IT service portfolio management project will rush to develop the IT service catalog as a customer-ordering mechanism before documenting their IT service portfolios. By 2015, 80% of IT organizations that developed their IT service catalogs prior to their IT service portfolios will suffer the additional cost of overhauling the service catalog contents once the portfolio is defined.* • Service Portfolio first! • Start top down with customer facing services: • Engage the business – not with a blank sheet of paper • Define the current business services • Demonstrate how they are bundled and packaged • Define business outcomes and value • Service Portfolio becomes the service-decision making framework • The Service Portfolio is a solid foundation to instantiate a customer-facing Service Catalog * Source: Gartner

8. Traditional vs. Agile Approaches

9. Agile Approach – What is Agile • AGILE - Marked by ready ability to move with quick easy grace (www.merriam-webster.com) • Agile Service Management embraces agile principles by: • Executing high involvement strategiesto enable the people who will be executing the process to design process that meet real needs • Enabling changing priorities to ensure the effort addresses the most pressing needs the business faces even as those needs change over time • Implementing frequent feedback cycles to ensure course corrections occur early in the implementation cycle • Delivering frequently to ensure the organization gains efficiencies early and often through out the overall effort.

10. aSM™ for Portfolio and Catalog – Phases

11. Sample Agile Iteration • Usually between 3-4 weeks • If it is too long you are no longer delivering service design quickly Continuous Daily Feedback Next Iteration

12. Assemble aSM™ Team Agile Lead – Coordinates the team’s efforts Team Members – Bring subject matter expertise to assessment, design, improvement, adoption and control activities Customers – Represent the service users Stakeholders – Have a significant interest in the results of service execution Service Owner – Manages the service under development or improvement Executive Champion – Top down leadership that will support overall portfolio project and resource requirements

13. Assess Customer Stories • “Customer stories” are equivalent to “User stories” as defined by Agile Software development methodologies (i.e. SCRUM) • Demand Management • Services that customers need first and want second (not something that IT needs or wants) • Use data collected to decide which customer(s) to start with • Terminology: • Customer  Who • Action  What • Achievement  Result • Service design should address the “How” for these stories As a <customer> I want to <action> so that <achievement>.

14. Assess Data Collection • Know what Services you currently provide to which Customers • Identify Service Owners • Use data collection form to gather information from customers and IT • You will use information collected to understand which customers you will target first Bonus Material

15. Assess Prioritize Stories and Services • Create a “Services Backlog” register that describes the type of work to be done • Use your defined iteration time to determine how much work can be done within that time • Assign team member(s) to develop the services and attributes assigned Services Backlog High Priority Low

16. Design Schedule Regular Feedback • Set up daily 15 minutes morning feedback meeting to ensure iteration is on target • Facilitated by Agile Lead • Typical attendees: Agile Lead, Service Owner(s), Team Member(s), Stakeholder(s) • Customer(s) should be invited weekly at a minimum to provide collective feedback Who am I?

17. Design Define Services and Attributes • What to name the service(s) • A description that is meaningful to the customer • Who are the customers of the service(s)? • Who is the service owner? • What are the associated service level agreements (SLAs)? If any. • Does the service belong to a service family? • What does the service cost?

18. Design Service to Process Mapping Need to ensure there are ways to deliver and support the Service: • How does the Service get delivered? • Request Fulfillment • How are issues with the Service handled? • Incident Management • Problem Management • How can the Service be changed in the future? • Change Management • Service Portfolio and Catalog Management

19. Design Service Costing Inputs • Capital Expenses • Applications • Traditional Licensing • On-premise Hardware • Operating Expenses • Labor and support (Internal and External) • Cloud (SaaS, IaaS, PaaS) • Other Expenses • Training • Marketing Build a repeatable Service Costing Model

20. Design Determine Orderable Services • Tangible items or services customers can order • Transition these items, attributes and costing into the Service Catalog • Organized by Service Hierarchy developed within Service Portfolio

21. Adopt Marketing • “If we build it they will come” doesn’t work in the real world • Build a marketing plan that can be executed every time a set of major services are released into the Service Catalog • IT in a sales and marketing role • Things to include: • Strategy • Value proposition • Delivery mechanisms (i.e. social, emails, intranet, posters, all-hands, etc.) • Testimonials - remember your customers as part of the aSM™ team? • Training What movie is this from?

22. Adopt Customer Training • Training plan • Schedule • Easy Access • Live classroom • Recorded • What’s in it for me? • Align to employee goals • Situational usage • On-going maintenance

23. Improve Publish the Catalog Services • User-friendly • Easy navigation • Familiar consumer experience • Transparency to customer • Soft launch first • Gather testimonials • Work out any kinks • Ensure end-to-end request fulfillment process is operational and effective • Go Live!

24. Control Re-Prioritize Stories and Services • Time for the next iteration • Services Backlog needs to be reprioritized • Customer priorities change • People change roles • Resourcing availability and skillsets change • Leadership direction changes • New regulation requirements Services Backlog High Priority Low

25. Control On-going Management • Service Backlog register • Integration with Change Management • Periodic reviews of the process • Measures for success: • # of new services • # of customer stories fulfilled • New service request fulfillment success rate (%) Bonus Material

26. Summary • Service Portfolio first! • Agile approach to Service Portfolio and Catalog enables an organization to • Engage with the customer • Keep up with changing requirements • Deliver results faster • Don’t bite off more than you can chew!

27. Learn More… • Questions and Answers • Contact me directly for more information on Agile Service Management • Paul Solis • Phone: 619-274-0459 • Email: paul.solis@caskllc.com • @caskllc • Find me on LinkedIn

28. Thank you for attending this session. Don’t forget to complete the evaluation!