Demonstrating Value from IT - BarclayRae Website presentation.pdfDemonstrating Value from IT Using...
Transcript of Demonstrating Value from IT - BarclayRae Website presentation.pdfDemonstrating Value from IT Using...
Demonstrating Value from IT Using Service Catalogues & SLAs
Barclay Rae BCS Presentation, 6th December 2010
Agenda SLAs
– SLAs are a waste of time
– Silly SLAs and the small print
– Why are SLAs like this?
– 7 simple tips for successful SLAs
SLM
– SLM implementation
– Service Catalogue Concepts
– Portfolio Management
– Delivering and demonstrating business value
SLAs
SLAs are a waste of time?
Service Level Agreements
Most SLAs,
created by IT departments,
are a complete waste of time …!?
Service Level Agreements
What do you mean?
Patronising
Irrelevant
Inappropriate
IT and system-focussed
Over-engineered
Under-estimated
Un-measureable
Un-actionable
Not measured or acted upon
Generally untroubled by use
Generally just about what IT thinks it does
Usually annoying to non-IT people…
The SLA small print…
– ICT accepts no responsibility whatsoever at any time for anything it might or might not do..
– The person of the first party shall be ICT, pending approval from the ICT Steering committee. In respect of the second party this should be the user community as appropriate. 3rd parties are not allowed, unless these include free alcohol.
– SLA performance is not guaranteed, but is expected to reach 60% of 90% of the agreed target, except when the DBAs and Network team are on a bender.
– The Service Desk will accept calls from users if they really feel like it They also reserve the right to ask unreasonable questions about serial numbers, otherwise all contact is invalid.
– IT reserve the right to send meaningless automated emails to users at any time.
– Query response times are expected to be sub-second, unless there is excessive run-time load from QRG tables on the JTAG server in X/DOPP. XSPART nodes are enabled for elves, except under BS/0906688, including abusive calls to the monkfish database.
– IT will respond in a timely manner to high-priority business incidents, if they are asked very nicely indeed and also made to feel very special and important.
– System availability will be 100% when not required, patchy at key business times, which are not agreed or understood.
– All requests will be ignored until they are chased up by users or their angry PAs.
– Requests for PCs will be delivered within 6 months or at least before the requester leaves the organisation – or whichever is most convenient for the IT department.
– Users are responsible for care and maintenance of their own PCs – if not they will be subject to abuse and humiliation from young geeky guys with no socials skills and who don’t have any other sort of life and couldn’t get a girlfriend.
– This SLA document is binding and any breach of the aforementioned conditions will result in immediate dismissal and summary execution.
– This SLA will be filed for reference and stored in the private folder D://unused/garbage, marked ‘Do not read’. In the event of it being read it will become invalid.
– Issues or complaints should be escalated to the least responsible person available, and will be ignored.
– ICT accepts no responsibility whatsoever, at any time, for anything it might
or might not do…
– The person of the 1st party shall be ICT, pending approval from the ICT
Steering committee. In respect of the second party this should be the user
community as appropriate. 3rd parties are not allowed, unless these include
free alcohol.
What the small print means…
What the small print means…
– SLA performance is not guaranteed, but is expected to reach 60% of 90% of
the agreed target, except when the DBAs and Network team are at the pub.
– The Service Desk will accept calls from users if they really feel like it. They
also reserve the right to ask unreasonable questions about serial numbers,
otherwise all contact is invalid.
– IT reserve the right to send meaningless automated emails to users at any
time.
– Query response times are expected to be sub-second, unless there is
excessive run-time load from QRG tables on the JTAG server in X/DOPP.
XSPART nodes are enabled for elves, except under BS/0906688, including
abusive calls to the monkfish database.
– IT will respond in a timely manner to high-priority business incidents, if they
are asked very nicely indeed, and also made to feel very special and
important.
What the small print means…
– System availability will be 100% when not required and patchy at key
business times, which IT are unaware of.
– All requests will be ignored until they are chased up by users or their angry
PAs.
– Requests for PCs will be delivered within 6 months or at least before the
requester leaves the organisation – or whichever is most convenient for the
IT department.
What the small print means…
– This SLA will be filed for reference and stored in the private folder
D://unused/garbage, marked ‘Do Not Read’. In the event of it being read it
will become invalid.
– Issues or complaints should be escalated to the least responsible person
available, and will be ignored.
What the small print means…
Why are SLAs like this?
SLAs are often started without services being defined or understood.
There is often little understanding of how to build and negotiate
services and SLAs.
In effect the services are also being defined as well as the SLAs –
perhaps unwittingly.
Get everyone from IT and the business together to agree the
objectives and approach
Start with services and Service Catalogue
Get the right people involved
Adopt a pilot / phased approach
Avoiding Issues
7 Simple Tips for Successful SLAs
How do you make your SLAs successful…?
1. Start with Services – understand what current
services are provided and what needs to be designed
for improvement.
2. Ask the business what they want…
…or what they think their services are
3. Use simple and appropriate language
4. Keep the SLA realistic and achievable
5. Only set up an SLA that can be measured
6. Keep them short and concise…
…otherwise no one will read them.
7. Keep smiling…!
SLM
SLM Implementation
CUSTOMERS
What IT services
are key to you?
Key people
Key systems
Key departments
Key times/targets
When do you need them?
How quickly do you need them
restored?
What support information do you
need?
What reviews do you need?
IT SERVICE PROVIDER
What IT services
do you provide?
Infrastructure
Networks
Applications
Service/Help Desk
Procurement
Projects
What are your resource levels?
3rd party contracts?
What levels of service can you
provide?
SLM PROJECT
Planning
Workshops
Negotiation
Facilitation
Documentation
Build Service Catalog
Set up reporting
Set up review mechanisms
Plan full
implementation
Ongoing support as needed
Service Catalogue Concepts
Elements:
User Request Catalogue
For the IT end-user
Self-service request fulfillment
Similar to online shopping experience
Business Service Catalogue View
For the business customer
In business terms
Specific non-IT information
Business SLAs
Technical Service Catalogue View
For the IT provider
Technical and supply-chain details
Component level service data
OLA and Underpinning Contracts
Service Catalogue Elements
Service Catalog Hierarchy
Service Catalog Hierarchy – Non-IT
Service Catalog Hierarchy – Non-IT
Portfolio Management
Portfolio Management
Business approach to managing services and service lifecycles
• Pipeline
• Service Catalogue
• Retired
Service Attributes • Description
• Business Area
• Customer
• Users
• SLA
• Service Type
• IT Delivery
• Portfolio Status
• Criticality
• Customer Resp.
• Sourcing Model
• Contingency/DR
• Status/lifecycle
• Service Owner
• Cost/Price
Example: Univ. ICT Services
• Business Services
• Central IT Services
• Communications Services
• Professional Services
• Learning & Teaching Services
• Commercial Services
Business Services
• Finance & Payroll • HR • Management Reporting • Student records • Corporate websites • Timetable • MS Office apps/productivity • Document Management System • CRM
Central IT Services • Service Desk • Infrastructure – cabling, hubs, switches, routers, servers • Web • Wifi • IT Asset Management • Desktop H/w & S/w • Portable devices, peripherals • Print Services • Security • Backup • Network Services, IP, DNS • Storage • Database Mgmnt • Provisioning – build, imaging • PAT testing
Communications Services
• Mobiles • Email • Telephones, desktop, ip, vmail, call logger • Communication links, vpn, adsl… • Conferencing, video, audio • Contact Centre service • Intranets • Collaboration tools • Digital signage
Professional Services
• Consultancy, advice, tenders, pricing, decision support
• Training
• Project support/consulting
• Project management
• Research & Development
• Procurement
Delivering and Demonstrating Value
Key Questions
• Do we deliver what our customers need via our
services?
• Can we demonstrate this?
• Would our customers agree?
Moments of truth
Moments of truth
• A customer can log on to the website and buy CDs and DVDs
• Doctors and medical staff access records when needed
• Sales staff get information when they need it to help sell products to customers
• Till and EPOS systems area available to checkout staff.
• Logistics teams get the information they need to distribute goods to stores
• Online and communications systems are available to process financial
transactions between organisations
• Call centre systems are available and responsive to staff when customers call in
• Systems are available for access to mobile and broadcast communications
networks
• A system user can access their applications when they need to work
• Support is available, helpful and effective when needed
ITSM/SLM Basics
• To have an agreed set of business goals that Support is working
towards
• To measure and review performance against these goals
• To develop and deliver services, with appropriate process, systems and
organisational structures to ensure that the goals can be met
• To ensure that suitable people are in place with appropriate skills to
deliver the services to meet those goals
• To constantly review performance and make relevant adjustments in
resources, processes to ensure that IT is able to meet the goals
• To constantly review progress with the business and to regularly review
and amend the goals as necessary
• To ensure that performance – and success in meeting the goals – is
suitably publicised and understood across the business
Any Questions?
Barclay Rae Independent Management Consultant IT Service Management [email protected] +44 7885 629308 Website: www.barclayrae.com LinkedIn: http://uk.linkedin.com/in/barclayrae Twitter: http://twitter.com/barclayrae