Service Management Office
-
Upload
gholami-majid -
Category
Documents
-
view
869 -
download
0
Transcript of Service Management Office
Timo Hyvönen
• Master of Sciences, Production technology, Helsinki University of Technology
• Sonera Business School MBA
• ITIL Service Manager & ITIL Expert, accredited ITIL trainer, DPSM(CM), COBIT, SPICE...
• 1989 Helsinki University of Technology – you have played with these ”Computers”, would you come & build us a ”network?”
• 1994 Manusoft – manufacturing SW development & international sales management
• 1997 Sonera Telecom – new business development, technology development, hype
• 2001 Logisware – Forest industry global IT production ( IBM)
• 2004 Finland Post, IT strategy program director
• 2005 MATERNA, ITSM consultation, ITIL trainings
• 2008 itSMF Finland board member
• 2010 Tieto-Tapiola, technology and operations, service management
• 2012 3gamma Finland Managing director
2 2
At 3gamma, we believe that great business deserves great IT
Stockholm Malmö
Gothenburg
Bangalore
Helsinki
Manchester
New Jersey
3gamma short facts
We are an independent consultancy firm specialising in IT management
We offer practical, results-oriented advisory and consulting services based significant IS/IT experience
We can assist any organization through the entire IT sourcing life-cycle, enhancing IT effectiveness and improving operational efficiency
We are >100 consultants in Stockholm, Gothenburg, Malmo, Manchester, Helsinki, New Jersey and Bangalore
3
Service Management Office
• Background and reasoning
• Definition
• Service Management Office – Project Management Office
• Tasks and responsibilities in Service Management Office
• Key roles
• Governance
• Cases
• SMO inside traditional IT provider – shared service unit in national corporation
• SMO in multi-sourcing - retained organization structure in global corporation
• Conclusion – how do you build it
• Existing it organization
• In outsourcing situation
• Operating model
• Summary
4
Multi-sourcing is becoming the most common ICT service model
Usually the road has gone either through big outsourcing trials or through organic growth where internal resources have become insufficient in number or capability.
Especially service design and transition in multi-sourced environment require strong disciplines for decisions – who manages or delivers new application projects, how they are brought to operations and how they are then operated.
Service Management Office background and reasoning
Even in fully outsourced operational environments accountability of services and operations remain within enterprise, usually the CIO office.
SMO is a good way to ensure that this accountability can be carried.
This presentation is based on practical experiences that have led to definition of Service Management Office, SMO.
5
Service Management Office - definition
Service management office is a group or function within business or IT that is accountable for defining, maintaining and especially managing standards for service management and service management processes in the organization.
SMO is the escalation and management point of IT services in daily operations.
SMO ensures that the governance, legal and financial interests of enterprise are met in continuous operations.
SMO ensures that services are defined, continuous service operation processes work in practice and vendors are managed according to policies defined by the corporate, e.g. SMO itself.
There is always a role for SMO in IT service
organization but it is particularly relevant
when parts or all of IT delivery is outsourced
to one or, especially, several vendors.
6
SMO and PMO in service lifecycle
7
Retired services
3rd party services
Service design
Service Operations
Pipeline Service Catalogue
Service concepts
Continual Service
Improvement
New business services
Service Management Office
Project Management
Office
Accountabilities of Service Management Office
ITSM process execution on operational level
Owner of ITSM Processes and development, leads continual
improvement
Setting policies & guidelines (priority definitions, change policies…)
Assuring that Corporations ITSM processes are followed throughout
retained and external organization
Accountable for ITSM toolset (ensures smooth alignment/
integration towards suppliers ITSM tools)
Accountable for Service desk function
Leads Change Management, Release Management (Chairs CAB)
ACCOUNTABILITY
Key roles in Service Management Office
9
Problem Manager • Oversight and guidance in managing
and resolving problems.
Change manager • Write and manage change policy • Chair overall CAB
Release Manager • Write and manage release policy • Coordinate release roll outs
• Service design/transition Manager • Ensure that the right services design and transition
work/documentation is being developed (SDP)
• Service Continuity Management • Ensure risk and cost is balanced and that
Service continuity plans are maintained and
• Service Catalogue and Service Portfolios • Drive the Lifecycle management of services • Ensure that we invest in the right places at
the right times • Retire services where beneficial to Business.
Incident Manager • Set policy for incident prioritization • Verify and manage Major incidents
Service desk owner
Ensure SD is aware of all services
Tool owner
Own classification, categorization, contents of the tool
SMO process governance
Strategic Governance
Board
Process integration Governance Board
Operational Governance Board
Vice President level
Not for processes. Included in supplier governance board.
Strategic direction and issues
Business plans and budget
Client Director level.
Retain: Process owners.
Supplier: Representatives responsible for all processes from all suppliers
• Review process change proposals from Operational governance board.
• Process maturity rating,
• Review of Process KPI
• Escalated issues or questions regarding multiple processes
Process Lead level.
Retain: Process lead
Supplier: Process accountable or process team manager
• Review of process maturity and Process KPI.
• Review process improvements
• Process change proposal from Supplier x number of processes
Pyramid of business relationships
Application Service Manager Product manager
Demand manager
Business project manager Project Manager
BA owner Business department manager
Portfolio manager
Retained Business
Business unit manager
Business Demand Manager
Account manager
External
Service management office Process leads
Application delivery manager
Project manager
Operations manager
Client director
Security CoE
Security manager(s) SMO
Practical experiences
Case: resourcing and structure in traditional IT organization
Case: resourcing and structure in modern multi-sourcing
12
Case: SMO resourcing and structure in traditional IT org.
Shared service unit for mid size corporation
Traditional ICT management model Application Development Application Management Operations Management
400 people, 70 in operations
Challenge: define services, implement processes
Response: allocate service and process roles = SMO
13
14
Technology Development Architecture
Service Operations
Servers – WAN – MF - Middleware
User Services Desktops,
Mobile, Printing
Customer Service Service Desk
Solution Support
Case example: SMO organization in traditional IT company
Managing Director
Application Development
Application Maintenance
ICT Technology Operations
Admin SMO lead
Adequate authority or sponsorship from board level
132 140 120
Case example: SMO organization in traditional IT company
15
ICT Technology and operations
Technology Development Architecture
Service Operations
Servers – WAN – MF - Middleware
User Services Desktops,
Mobile, Printing
Customer Service Service Desk
Solution Support
Configuration Manager
Change Manager
Problem Manager
Incident Manager
Catalogue Manager
ITSM Tool Management
Application
maintenance Application
Development
Release Manager
SMO lead
Role profiles, background
16
SMO lead Experienced people manager ITIL Expert with long ITSM experience
Incident manager Customer service expert ITIL Foundation
Problem manager Middleware senior expert ITIL Expert
Change manager Mainframe application specialist ITIL Expert
Configuration manager Server manager and expert CMDB certified ITIL Expert
Release manager Application project manager ITIL Expert
ITSM Tool management Operations manager ITIL Expert
Technical experts responsible for configuration (ITIL Foundation)
Senior, committed people with long ITSM experience
Will and ability to adapt ITIL in practice (ITIL Expertise)
Mostly part time roles – time specifically allocated for process management work
Accountability assigned and assured
Case: Global corporate, modern multi-sourcing
60000 employees
3 continents
24/7
IT main areas Operation Research & Development Sales Admin
Full outsourcing 2000 now multisourcing with SMO
Selected vendors for application management, development, infrastructure, service desk…
17
Organization example
Application maintenance
(Appl. Accountability)
Application
development
(Project delivery
accountable)
CIO
Information Management
CIO Office
Architecture
Q&C
Service Portfolio and
Lifecycle management
(Service Introduction,
Design)
Customer Service
Management
(Delivery accountable)
Adm
in
Researc
h
Sale
s
Opera
tions
Adm
in
Researc
h
Sale
s
Opera
tions
Infrastructure Service Delivery
Service Management
(Process accountability
Infra
stru
ctu
re
(Hostin
g)
Infra
stru
ctu
re
(Netw
ork
)
Infra
stru
ctu
re
(EU
C)
BRM
Infra
stru
ctu
re
(Colla
bora
tion)
25 65 70 30 50 25
25 Reference model 65000 employees 3 main geographies This is the central org for outsourcing mgmt
Service Management Office work-flow
TOOL
Service Management
IM PM KM CM RM
AM supplier
IM team
PM team
Change team
AD supplier
IM team
PM team
Change team
Infrastructure (Hosting)
IM, PM and CM team
Infrastructure
(Network)
IM, PM and CM team
Infrastructure
(EUC)
IM, PM and CM team
Training and knowledge mgmt
Owning, Managing and using processes and tools
Users of processes and tools
Incident
Manager
Problem
Manager
Problem
Manager
Change
Manager
Change
Manager
Change/ release Mn
Problem
Manager
Tools config and design
Retained
ESP
Incident Lead
(MIM)
Problem Lead
Change / release
Training & Tool
CMS
Service Management Office
Service
management
Incident Management
(Process and MIM)
Change / release
Management
Problem Management
Tools
Management
Problem Manager
Incident Manager
Change and Release Mgr
• Tools Training, Knowledge
• Tool design, Config
Manage all processes and tools. Manage service desk Make sure all processes are followed by the suppliers. Operational in MIM
Service Desk
Service Managers
25
Service desk fully outsourced. 3 desks covering 24x7 globally
Service Portfolio and Lifecycle – part of SMO
Service Portfolio and Lifecycle management
Service Design and Transition
Service Introduction Management
Service Catalogue & Portfolio
Management
Service Continuity Management
Service Continuity Manager
Service Introduction
Manager
Service Catalogue & Portfolio Mgr
Manage Transition of new services and keep track of existing services. Service lifecycle management
30 Most people working with Service design and transition
How to plan and implement SMO
Assure leadership and sponsorship Top management must want this
Find correct people to roles Senior experience Passionate, ready to work
Ensure capability ITIL Training Process implementation competence
Be patient Educate organization Iterate processes – ”why did you not log that change” Especially configuration management takes time – start with one service (80-20)
Communicate new ways of work Customers, Users Employees, Suppliers
Set minimum requirements on suppliers in processes
22
When to plan for SMO in outsourcing
23
Design & Implement Retained Organization
Implement Retained Organization
Design Retained Organization w/ SMO
Design new Service model
Select Services to be
Outsourced
Desicion & Vendor
Selection
Contract
Negotiations
Transition to Vendor
Optimal implementation:
Desicion & Vendor
Selection
Contract
Negotiations
Transition to Vendor
Traditional implementation:
Define services – they will not change. Build CMS.
Service Portfolio Management enables business to make sound decisions about investments Service decisions are based on clear business cases to demonstrate ROIs
Business customers are able to understand service content exactly to evaluate value of service and identify new possible business opportunities
Efficient communication & business requirement understanding (no need to seek ”hidden” information from IT support staff)
IT’s role seen as a service provider where IT brings added value for business services
Possibility for IT to manage IT business better cost and budget allocations reduces operational costs when services are provided within required SLA for capacity & availability Enables evaluation of delivery efficiency with other sourcing alternatives
24
Biz-IT 1
Business process
Business process
Business process
Biz-IT 1 Biz-IT 1
Biz-IT 1
Business IT and end user services
Supporting services
Biz-IT 1 Biz-IT 1
Biz-IT 1
Biz-IT 1 Biz-IT 1
Datacenter Application dev Databases Networks Application maint
Biz-IT 1
Biz2 Biz5
Business support services
Biz6 Biz4 Biz3 Biz 1
CMDB CMDB CMDB CMDB CMDB
CMS
Example organization, operating model and processes BRM Communications Incident/request info Change info …
Strategy Applications & Infrastructure Architecture Quality and compliance
Incident responsibility Problem responsibility Change responsibility Capacity responsibility Availability responsibility
Major incident coordination Problem coordination Change coordination Configuration management Lifecycle, Continuity, Catalogue
25
Service Management Office in Multisourced Environment - Summary
26
Application development
Application operations and maintenance
Solutions Business apps Integration - …
Servers
Load balancer
Proxy
Firewall
LAN
Storage
Databases
Virus control
Mobile
Workstations
Video conf & neg. rooms
Office printing AD-DNS ym
Data centers
Local support
Newco Inc SMO
End
use
r se
rvic
es
Ap
plic
atio
n m
ain
ten
ance
Application projects
Application development
Infrastructure
Service desk
Service desk
Serv
ice
des
k Service desk Process and operational accountability
Services and projects Vendor coordination
Common service model
PEOPLE PROCESSES TOOLS ACCOUNTABILITY
Contact information
Timo Hyvönen
Managing director
3gamma Oy
Sentnerikuja 2
FI-00440 Helsinki
+358 50 3748371
www.3gamma.com – www.itil.fi
27
United Kingdom: 3gamma Ltd Silk Point, Hulley Road, Macclesfield Cheshire SK10 2LL United Kingdom Phone +44 161 219 8240
Group Head Office: 3gamma Group Drottningtorget 5 SE-411 03 Göteborg Sweden Phone: +46 31 750 95 65
Sweden: 3gamma Sweden AB Drottninggatan 92-94 SE-111 36 Stockholm Sweden Phone: +46 8 120 20 532
India: 3gamma Consulting India Private Ltd c/o Swedish Trade Council Kheny Chambers #4/2 Cunningham Road Bangalore - 560 052 India Phone: +91 80 41529100
Finland: 3gamma OY Sentnerikuja 2 FI-00440 Helsinki Finland Phone +358 50 3748371
USA: 3gamma Americas LLC 4 Rupells Road Clinton, NJ 08809 USA Phone: +1 908 894-5126
28