Colin rudd

© Crown Copyright 2011 - reproduced under license from the Cabinet Office – Oct 2012 Slide 2© Copyright ITEMS Ltd. 2015

Success with service management

Colin Rudd FISM, FBCS, CITP, CEng, FIITTIT Enterprise Management Service [email protected] Expert, ITIL Master and ITIL AuthorService Management consultant, coach and mentor

Denmark – October 2015

mailto:[email protected]


Agenda

– Aspects to be considered

– The objective of service management initiatives

– Managing improvement, governance and value

– Organisation and a Target Operating Model (TOM)

– Sourcing and management

– Summary and conclusions


The main causes of failure

– Lack of leadership, strategy and vision and poor or non-existing governance

– Lack of ownership and accountability

– Focus on costs and processes and not on business, customer, outcomes, value and/or service

– Little focus on people issues

– Poor culture, a lack of knowledge and information sharing and poor collaboration


How do we keep

the momentum

going?

Adopt a CSI approach

What is the vision?

Where are we now?

Where do we want to

be?

How do we get there?

Did we get there?

Business vision, mission,

goals and objectives

Baseline assessments

Measurable targets

Service and process

improvement

Measurements and

metrics


Understand ‘where are we now?’

1

1

3,5

33,5

1

3

0

0,5

1

1,5

2

2,5

3

3,5

4

4,5

5

Vision and governance

Steering and strategy

Processes

PeopleProducts, technology

and tools

Culture, service andattitude

Organisation, structureand relationships


Reactive

Active

Proactive

Predictive

Pre-emptive

Management maturity / capability

Bu

sin

ess V

alu

e

Knowledge

Wisdom

Information

Data

Building, capability and knowledge

Service

Value

Customer

Technology


• service and product quality is measured

• service and product targets are negotiated and defined

• little customer feedback or measurement of customer satisfaction

Level 2

Adequate Service

Product /service culture

Satisfied

Customers

Level

Level 3

Superior Service

Customer service culture

• service and product quality is measured and improved

• service and product targets are negotiated and defined

• customer feedback and satisfaction drive improvements

Loyal

Customers

Level 4

Legendary Service

Quality culture

• service and product quality is continually measured & improved

• service and product targets are driven by quality

• customer experience drives continual improvement

Delighted

Customers

Level 5

Service Excellence

Customer experience culture

• the focus is on “business value & customer delight” &continual improvement of all aspects of the quality of services, products & customer experiences, are an inherent part of the culture

Advocate

Customers

Service culture

Level 1

Poor Service

• services and products are produced, delivered but not measured

• little or no focus on customer or service quality

• no customer feedback or measurement of customer satisfaction

No culture focus

Dissatisfied

Customers


Capabilities

Customer

service

Stakeholder

management

End

-to-

end

service

Operational

Excellence

and smart

sourcingExemplary

governance

Accountability

and

empowerment

Business

knowledge

and

integration

Goals

and

objectivesService

quality

and value

Customer

experience

and

satisfaction

Secure

reliable

and

robust

Knowledge

and

capability

Guiding framework

Strategy

and

visionTo become the

business partner

of choice

Infrastructure: A supported set of infrastructure and applications, consistent with the enterprise architecture

Organisation: Lean, agile and business focussed, using smart sourcing of appropriate partners

Culture: Customer and service centric, delivering increasing business value, continual improvement and learning


10

Prioritising potential improvementsPriority:

High

Medium

Low

Strategic alignment

Bu

sin

ess v

alu

e

High

High

LowLow

Preferred systems

Clear vision & strategy

Proactive resources

Measure service value Controlled CSI

Risk register Sourcing strategy Business relationships

Establish customer

priorities

Proactive & agile

Value focussed

processes

Enforce processes

Steering group

Service catalogue

Knowledge management

Key stakeholder list

Enterprise architecture

Communicate & engageDevelop relationships

GovernanceCommunicate visionDashboard reporting

Key stakeholder list Review IT objectives

Preferred suppliers

Review services

Customer & service

Service portal

Problem management

Governance owner

Empower and accountableSM principles

Sourcing strategyContinual learningKnowledge sharing Accountability & partnership

Relationship processes

Reinforce value & quality

Roles & accountability Asset management

Automate process

Supplier management Service owners


Improvement registerImprovement Cost Business

valueIT value

Total Status Dependency

1. Problem management M 1 2 2

2. Develop business relationships M 2 2 4 3, 10, 22

3. Implement a service catalogue M 1 2 2

4. Define and measure service value H 2 2 4 3, 9, 10

5. Define and agree sourcing strategy M 2 2 4 3, 9

6. Steering group L 2 1 2 10

7. Establish service portal M 1 2 2 3, 9

8. Service owners M 1 1 1 3, 10

9. Develop a vision and strategy M 2 2 4

10. Controlled CSI L 2 2 4

11. ……………………… Also consider:

• Resources

• Capability


12

Prioritising improvementsPriority:

High

Medium

Low

Strategic alignment

Bu

sin

ess v

alu

e

High

High

LowLow

Preferred systems

Clear vision & strategy

Proactive resources

Measure service value

Controlled CSI

Risk register

Sourcing strategy Business relationships

Establish customer

priorities

Proactive & agile

Value focussed

processes

Enforce processes

Steering group

Service catalogue

Knowledge management


Enterprise architecture

Communicate & engageDevelop relationships

GovernanceCommunicate visionDashboard reporting

Key stakeholder list Review IT objectives

Preferred suppliers

Review services

Customer & service

Service portal

Problem management

Governance owner

Empower and accountableSM principles

Sourcing strategyContinual learningKnowledge sharing Accountability & partnership

Relationship processes

Reinforce value & quality

Roles & accountability Asset management

Automate process

Supplier management Service owners



Business

realisation

review

(BRR)

ReassessmentReassessment

Assessment

CSI register

Implementation - the process in practice

Business

Prioritisation

Group

X

SIP

Team

Work streams (Stage 1)

Business

realisation

review

(BRR)

Customer and

business feedback

Other

suggestions for

improvement

Work streams (Stage 2)

…….


Governing

BodyBusiness

pressures

Business

needsEvaluate

Monitor

Pe

rfo

rma

nc

e

co

nfo

rma

nc

e

DirectS

tra

teg

ies

po

lic

ies

Value driven IT Governance

Note: diagram based on ISO/IEC 38500

Regulatoryobligations

Stakeholder

expectation

Pro

po

sa

ls

Pla

ns

Management system for the use of IT

Managers

Enhance

valueInvest in

value


Process driven improvements

Governing

BodyBusiness

pressures

Business

needsEvaluate

Monitor

Pe

rfo

rma

nc

e

co

nfo

rma

nc

e

Direct

Str

ate

gie

s

po

lic

ies

Regulatory

obligationsStakeholder

expectation

Pro

po

sa

ls

Pla

ns

Management system

Processes

Process metrics and

process improvement


Value driven CSI:Moments of truth, value streams and outcomes:

Governing

BodyBusiness

pressures

Business

needsEvaluate

Monitor

Pe

rfo

rma

nc

e

co

nfo

rma

nc

e

Direct

Str

ate

gie

s

po

lic

ies

Regulatory

obligationsStakeholder

expectation

Pro

po

sa

ls

Pla

ns

Management system

Operational service

Processes

Value streams

Value streams,

business value metrics,quality of outcome(s)

Strategy / portfolio

Change / deployment

Request

Event / Incident

Moments of truth


Target Operating Model Governing

BodyBusiness

pressuresBusiness

needsEvaluate

Monitor

Pe

rfo

rma

nc

e

co

nfo

rma

nc

e

Direct

Str

ate

gie

s

po

lic

ies

Regulatory

obligations

Stakeholder

expectation

Pro

po

sa

ls

Pla

ns

Management system

Strategy / portfolio

Change / deployment

Request

Event / Incident

Moments of truth

Self

serv

ice p

ort

al

Operational

service

Relationship Managers

Service Desk and

Operations Centre

‘End to End’

Service Owners /

Service Managers

Front Office

Strategy and Architecture

Delivery and Support

Programmes and Projects

Back Office

Continual Service Improvement (CSI)

Integration, ‘autonomation’ and collaboration


Programmes and ProjectsService Desk and

Operations Centre


- Where are we now?

Value

Metrics


Programmes and Projects

Strategy and architecture

Service Desk and

Operations Centre


- Where are we now?

Continual Service Improvement (CSI)

Integration, ‘autonomation’ and collaboration

- Where do we want to be?


1. Identify:

• Vision, business need

• Strategy

• Tactical Goals

• Operational Goals

2. Define what you will

measure.

3. Gather the data.

Who? How? When?

Integrity of data

4. Process the data

Frequency? Format?

System? Accuracy?

5. Analyse the information

and data. Relations?

Trends? Targets met?

Improvements required?

6. Present and use the

information, assessment

summary, action, plans,

etc.

7. Implement improvement

PLAN

DO

CHECK

ACT

Wisdom

Knowledge Information

Data


Summary

• Other frameworks: such as Lean, COBIT, ISO-IEC 20000, Six Sigma, SIAM, Agile, Taking Service Forward, …………

• Senior management governance, leadership and steering is essential from the top

• Service delivery and improvement should be focussed on customer and business value

• Not just process improvement, consider all areas, especially people, relationships, communication, culture and organisation

• KIS - keep it simple, but remember it’s not “one size fits all”

• Make it sustainable; consolidate into everyone's everyday job. It just becomes the way we do things


Success with service management

Colin Rudd FISM, FBCS, CITP, CEng, FIITTIT Enterprise Management Service [email protected] Expert, ITIL Master and ITIL AuthorService Management consultant, coach and mentor

Any questions

Denmark – October 2015

mailto:[email protected]

Colin rudd

Technology

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