SESSION 401 Thursday, November 2, 10:15am - 11:15am

Track: The Strategist

Is the SMO Still ITSM's Best-Kept Secret?

Phyllis Drucker Senior Consultant, Linium phyllis.drucker@linium.com

Session Description Many organizations are still waiting to adopt formal governance for their service management implementation, leading to scattered efforts with limited success. Particularly as service management expands beyond IT, the service management office (SMO) is critical. This session offers practical guidance on how and when to establish a SMO, its place in moving service management beyond IT and into the enterprise, and how critical it is when an ITSM tool moves beyond IT. You’ll walk away with a governance roadmap to help your organization mature enterprise service management.

Speaker Background The author of Service Management Online: Building a Successful Service Request Catalog, Phyllis Drucker is an ITIL Expert and industry leader with more than twenty years of experience as a service management practitioner. As a senior business process consultant for Linium, she provides strategic advice and consulting services on tool implementations. Before joining Linium, Phyllis led the ITIL and PMO implementations at AutoNation, the largest dealership group in the US. Since then, Phyllis has taken her experience to numerous organizations through writing, speaking, training and consulting, helping practitioners grow their skills and knowledge.

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The Service Management Office:

ITIL’s Best Kept Secret?

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Phyllis can be reached by email at:

phyllis.drucker@Linium.com

or

MSITSM

Meet Today’s Presenter:

Phyllis Drucker

Senior Consultant, Linium

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Before we begin…• Do you have a formal program for your ITSM Initiative?

• Who governs direction for service management?

• Who governs roles & responsibilities?

• Who governs development

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Session Overview

What is Governance?

The importance of a formal program

Introducing the SMO

What the SMO can do for you

Establishing an SMO

SMO Roadmap

Wrap up and Questions

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You may need a governance program if…

STOP

STOPSTOP

STOP• Project sponsors cannot agree on

priorities

• Management initiatives start and

stop or change direction regularly

• Changes proposed to enterprise

service management tool conflict

with one another or step on other

groups ability to use the tool

• Resources are uncertain about the

direction of their efforts, priorities

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Governance Controls Chaos

Before

• Conflicting priorities

• Stops and starts

• Lack of direction

• Resource uncertainty

After

• Clear program

• Established plan

• Long term direction

• Empowered staff

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Governance Defined

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Governance Defined

According to ITIL®• Single overarching

area that ties IT and the business together

• Defines common directions, policies and rules used to conduct business

According to ITIL®• Coordinates process

and functions that manage the provider’s services

Generally• Responsible for

vision and strategy of services within an organization

Generally• A strategic body

ensuring projects’ alignment to business goals

• At an operational level, provides oversight in project delivery (on time/ budget)

Governance SMO PMO

ITIL® is a (registered) Trade Mark of AXELOS Limited. All rights reserved.

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IT Steering Committee

Business Relationship Management

Service Management

Office

Project Management

Office

Strategy management for services

Service portfolio

management

Financial management

(services)

Demand management

Business Relationship management

Strategy management for services

Enterprise Services

Governance Structure & Processes

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The Service Management Office and the Enterprise

• It is an emerging approach to managing all aspects of services in an organization

• A centralized function that services all business units (not just IT, as traditionally done)

• Focused on proactively growing and improving services

• Typically a smaller group of individuals who set policy and standards, evaluate potential projects, maintain a holistic view of services, and train and coach service practitioners in the business: develop the organization’s target operating model

• Responsible for the Vision and Strategy of services within an organization

• A trusted advisor for all service aspects and the leader of an overall service management program

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In Short…

The Service Management Office is responsible for coordinating activities such that all services and processes are managed and operated effectively; essentially bringing the service management activities together across the organization.

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What is the vision for your Service Management initiative? Have you defined measurable goals and objectives for it?

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Is your organization ready?

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Has your program been communicated? Adopted?

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Establishing an SMO

Vision Governance Processes ToolsService Delivery

Setting a long-term effort in place requires establishing a vision and then ensuring all of the foundational items you need are in place before you start

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Establishing an SMO

Vision

Step 1: Vision and Mission set the tone, or overarching goals

• Set the vision and mission and scope for the SMO

• Select some critical success factors

• Translate these into measures that can be used to determine if the SMO is meeting its intended goals

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Establishing an SMO

Governance

Step 2: Determine and document the SMO and other governance structures

• Charter the governance bodies, being sure to document their scope

• Name a chair for each body and an overarching hierarchy

• Set roles and responsibilities for each body and overarching governance authority

• Establish meeting schedules, report frequency etc.

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Establishing an SMO

Processes

Step 3: Develop processes to be used for governance

• Processes exist (for ITIL and PMO), but need to be selected and documented for the organization

• For example:• Review, approval process for new services, changes to the ITSM tool• Design processes to be used, coordinated• Project management processes

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Establishing an SMO

Tools

Step 4: Determine tools needed to manage the Service Management Program and Governance initiative

• What are the tasks that need to be managed across the team(s)?

• Are these able to be managed in an existing application within the ITSM management tool or other tool?

• Determine requirements, tool needs.

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Establishing an SMO

Service Delivery

Step 5: Ready to roll

• Start with an adoption and communication plan

• Pick a few small areas to pilot first, shake out operational issues

• Run the selected metrics against these areas

• Implement corrective action and expand…

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Sample Structure for the Service Management Office

Core TeamResponsible for delivery of day to day activities for the SMO

SMO Extended TeamAdditional resources that are consulted and kept informed of SMO activities

SMO Board MembersAccountable for decision making on strategy,priorities, funding, etc.

SMO CORE TEAM

SMO EXTENDED TEAM

Executive Sponsor(s)

Project Sponsor(s)

SMO BOARD

Core + Extended

Team

PMO Chair

COO, CFO, CIO

Key Business

Reps

Program Manager

Key Process Owner(s)

ITSM Tool Architect

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IT Steering Committee

Business Relationship Management

Service Management

Office

Project Management

Office

Strategy management for services

Service portfolio

management

Financial management

(services)

Demand management

Business Relationship management

Strategy management for services

Enterprise Services

Key Process Owners to Involve

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Key Steps in Your Roadmap

Understand the Organization’s

Vision

Establish the Vision for ITSM

Define Overarching

Strategic Principles

Develop the Organization’s

Design

Define Roles, Responsibilities

Charter the Governing Bodies

Develop & Document Key

Processes

Develop key measures

Operate, measure, improve

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Information to to Get You Started

https://www.linium.com/resources/topic/whitepapers

https://tinyurl.com/smvision

For help building a service portal, don’t forget my book, available in

the conference bookstore!

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