create a service management roadmap

Info-Tech Research Group 1Info-Tech Research Group 1

Info-Tech Research Group, Inc. is a global leader in providing IT research and advice.Info-Tech’s products and services combine actionable insight and relevant advice with

ready-to-use tools and templates that cover the full spectrum of IT concerns.© 1997-2016 Info-Tech Research Group Inc.

Create a Service Management RoadmapKnow where you are, where to start and how to get there.

Info-Tech's products and services combine actionable insight and relevant advice with ready-to-use toolsand templates that cover the full spectrum of IT concerns.© 1997 - 2016 Info-Tech Research Group

https://www.infotech.com/research/ss/create-a-service-management-roadmap/create-a-service-management-roadmap-phases-1-4?utm_source=SS_Sample&utm_medium=Collateral&utm_campaign=Collateral


Paul Brown, Director, CIO Advisory

Info-Tech Research Group

ANALYST PERSPECTIVE

I was surprised when I first noticed this trend. More than 80% of the larger enterprises we’ve worked with start out wanting to develop advanced Service Management processes without having the basics fully in place.

Although you wouldn’t think this would be the case in large enterprises, again and again IT Leaders are overestimating the effectiveness of foundational processes such as Service Desk, Incident Management, and Change Management. You must have these fundamentals right before moving on.




This Research is Designed For: This Research Will Help You:

This Research Will Assist: This Research Will Help You:

This Research Is Designed For: This Research Will Help You:

This Research Will Also Assist: This Research Will Help Them:

Our understanding of the problem

CIO Senior IT Management

Create or maintain service management processes to ensure user-facing services are delivered seamlessly to business users with minimum interruption

Increase the level of reliability and availability of the services provided to the business, and improve the relationship and communication between IT and the business

Service Management Process Owners Formalize, standardize, and improve the maturity of service management processes

Identify new service management initiatives to move IT to the next level of service management maturity




Resolution

Situation

Complication

Info-Tech Insight

Executive summary

• Lack of formal processes over time has led to a fairly chaotic service delivery model that results in poor customer satisfaction and an inability to meet service level targets. There is little structure, formalization, or standardization in the way IT services are managed, leading to diminishing service quality and low business satisfaction.

• When IT organizations attempt to improve their service management maturity, they often don’t know what order is best when implementing processes, don’t follow best practices when implementing a process, and have difficulty knowing what processes will deliver the greatest benefits for their efforts and resources.

• Follow Info-Tech’s methodology to create a service management roadmap that will help guide the optimization of your IT services and improve IT’s value to the business.

• The blueprint will help you right-size your roadmap to best suit your specific needs and goals and will provide structure, ownership, and direction for service management.

• This blueprint allows you to accurately identify the current state of service management at your organization. Customize the roadmap and create a step-by-step plan to achieve your target service management state.

Effective service management is a journey that encompasses a series of initiatives that improve the value of services delivered.

Understanding the dependencies between service management processes will greatly increase your project success. Don’t build mature processes without a concrete foundation.

Having effective service management processes in place will allow you to pursue activities such as innovation and drive the business forward.




Poor service management manifests in many different pains across the organization

Low Service Management

Maturity

Frequent service-

impacting incidents Low

satisfaction with the

service desk

High % of failed

deployments

Frequent change-related

incidentsFrequent recurring incidents

Inability to find root cause

No communication

with the business

Frequent capacity-related

incidents

…

Immaturity in service management will not result in one pain – rather, it will create a chaotic environment for the entire organization, crippling IT’s ability to deliver and perform.

These are some of the pains that can be attributed to poor service management processes.

And there are many more…

…

…




There are many misconceptions about what service management is

Misconception #1:“Service management is a process”Effective service management is a journey that encompasses a series of initiatives that improves the value

of services delivered.

Misconception #2:“Service Management = Service Desk”

Service desk is the foundation, since it is the main end-user touch point, but service

management is a set of people and processes required to deliver business-facing services.

Misconception #3:“Service management is about the ITSM tool”

The tool is part of the overall service management program, but the people and

processes must be in place before implementing. a tool

Misconception #4:“Service management development is one big initiative”

Service management development is a series of initiatives that takes into account an organization’s current state, maturity,

capacities, and objectives.

Misconception #5:“Service management processes can be deployed in any order, assuming good planning and design”

A successful service management program takes into account the dependencies of

processes.




There are many misconceptions about what service management is (continued)

Misconception #6:“Service management is resolving incidents and deploying changes”Service management is about delivering high value and high quality services.

Misconception #7:“Service management is not the key determinant of success”

As an organization progresses on the service management journey, its ability to deliver high

value and high quality services increases.

Misconception #8:“Resolving Incidents = Success”

Preventing incidents is the name of the game. a tool

Misconception #9:“Service Management = Good Firefighter”

Service management is about understanding what’s going on with user-facing services and

proactively improving service quality.

Misconception #10:“Service management is about IT and technical services

(e.g. servers, network, database)” Service management is about business/user-

facing services and the value the services provide to the business.




Mature service management processes are a necessity, not a nice-to-have

And low maturity of service management processes is keeping IT away from activities such as digitalization and innovation.

In 2004, PwC published a report titled “IT Moves from Cost Center to Business Contributor.”

However, the 2014-2015 CSC Global CIO Survey showed that a high percentage of IT is still considered a cost center.

Immature service management processes are one of the biggest hurdles preventing IT from reaching its true potential.

IT is consid-ered as a cost

center39%

IT has a formal client/service provider relation-ship with the business.

33%

IT and the business have a collaborative

partnership 28%

Where does IT sit? Resources are primarily focused on managing existing IT workloads & keeping the lights on

Too much time and too many resources are used to handle urgent incidents and problems

31%

39%

Source: CSC Global CIO Survey: 2014-2015 “CIOs Emerge as Disruptive Innovators”




There is an urgent need to improve the effectiveness of service management processes

Current

In 3 years

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

27

19

26

22

12

13

12

14

11

15

11

17

IT Budget Spending Breakdown

Core transactional applications End-user communcation & collaboration Security Analytics Innovation

Others

As IT’s focus shifts to new endeavors such as innovation and analytics, improving the delivery of existing services to business users is a top priority.




Service management projects often don’t succeed because they are poorly planned

Immature service management is often the result of poorly planned service management rollouts.

1

2

3

IT organizations have difficulty knowing what processes will deliver the greatest benefits for their efforts and resources.

A through diagnostic is needed to help IT identify these high value, low effort areas.

IT does not know what order is best when implementing processes.

Don't run before you can walk. Fundamental processes must reach the maturity threshold before developing advanced processes.

IT does not follow best practices when implementing a process.

Our best-practice research is based on extensive experience working with clients through advisory calls and workshops.

Info-Tech can help you create a customized, low-effort, and high-value service management program that will shore up any gaps, prove IT’s value, and achieve business satisfaction.




Info-Tech’s methodology will help you customize your roadmap so the journey is right for you

With our methodology, you can expect the following:

• Eliminate or reduce rework due to poor execution.

• Identify dependencies/prerequisites and ensure processes are deployed in the correct order, at the correct time, and by the right people.

• Engage all necessary resources to design and implement required processes.

• Assess current maturity and capabilities and design the roadmap with these factors in mind.

• Determine the appropriate target stage and design the roadmap with this in mind.

You will see these benefits at the end

Increase the quality of services IT provides to the business.

Increase business satisfaction through higher business approval of IT services.

Lower cost to design, implement, and manage services.

Better resource utilization, including staff, tools, and budget.

With Info-Tech, you will find out where you are, where you want to go, and how you will get there.

Doing it right the first time around




Follow our methodology and get to your target state in stages

Proactive

Stabilize

Service Provider

Problem Management

Service Desk

Incident Management

Change Management

Deployment Management

Capacity & Performance Management

Service Continuity Management

Event Management + Monitoring & Alerting

Demand Management

Service Level Management

Service Portfolio Management

Service Catalog

Business Relationship Management

Strategic Partner

Service Metrics

• Understand your environment and take action to:

o Avoid/prevent service disruptionso Improve quality of service

(performance, availability, reliability)

•Deliver stable, reliable IT services to the business•Respond to user requests quickly and efficiently•Resolve user issues in a timely manner•Deploy changes smoothly and successfully

• Create a service catalog that documents services from the user perspective

• Measure service performance, based on business-oriented metrics




Each step along the way, Info-Tech has the tools to help you

Assemble a team with the right talent and vision to increase the chances of project success.

Phase 1 Launch the Project

Understand where you are currently on the service management journey using the maturity assessment tool.

Phase 2Assess Current State

Project Charter

Target State Workbook

Full Roadmap

Info-TechDeliverables

Phase 4Follow the Roadmap

Discuss and prioritize which roadmap phases are necessary. Define metrics to track and monitor progress.

Identify the appropriate target state given IT’s current objectives, capabilities, and budget/resource restraints.

Phase 3Identify Target State

Assessment Tool

Stakeholder Presentation




CIO call to action

Select a senior, capable and results-driven project leader. Most likely, the implementation of this project will be lengthy and technical in some nature. Therefore, the project leader must have a good understanding of the current IT structure, have senior standing within the organization, and have the relationship and power in place to propel people into action.

Taking on a project to improve the maturity of the organization’s service management maturity is a big commitment, and the project can only succeed with active support from the CIO.

Ideally, the CIO should be the project sponsor, even the project leader. At a minimum, the CIO needs to perform the following activities:

1

2

3

4

Help to define the target future state of IT’s service management. Determine a realistic target state for the organization based on current capability and resource/budget restraints.

Conduct periodic follow-up meetings to keep track of progress. Reinforce or re-emphasize the importance of this project to the organization through various communication channels if needed.

Walk the talk – demonstrate personal commitment to the project and communicate the benefits of the service management journey to IT and the steering committee. Improving or adopting any new process is difficult, especially for a project of this size. Thus, the CIO needs to show visible support for this project through internal communication and dedicated resources to help complete this project.




Consulting

“Our team does not have the time or the

knowledge to take this project on. We need

assistance through the entirety of this project.”

Guided Implementation

“Our team knows that we need to fix a

process, but we need assistance to

determine where to focus. Some check-ins along the way would

help keep us on track.”

DIY Toolkit

“Our team has already made this critical

project a priority, and we have the time and capability, but some guidance along the

way would be helpful.”

Workshop

“We need to hit the ground running and

get this project kicked off immediately. Our

team has the ability to take this over once we get a framework and

strategy in place.”

Diagnostics and consistent frameworks used throughout all four options

Info-Tech offers various levels of support to best suit your needs




Best-Practice Toolkit

1.1 Create a powerful, succinct mission statement

1.2 Assemble a project team with representatives from all major IT teams

1.3 Determine project stakeholders and create a communication plan

1.4 Establish metrics to track the success of the project

2.1 Determine your overall service management maturity level

2.2 understand your level of completeness for each individual process

2.3 Understand the three major phases involved in the service management journey

3.1 Use Info-Tech’s target state workbook, learn about the six target states and the processes involved in each target state

3.2 Determine an achievable target state for your organization based on your current state, future objectives, as well as other prioritization and constraints

4.1 Determine what initiative activities will be included in the roadmap based on the current state assessment and the target state exercise

4.2 Customize Info-Tech’s service management roadmap so you can accurately document your project, including start and end date, task owner, and risks and resolutions

Guided Implementations

Kick-off the project

Build the project team

Complete the charter

Understand current state

Determine target state

Understand the possible target states

Determine target state

Build the roadmap based on current and target state

Prepare stakeholder presentation

Onsite Workshop

Module 1:Launch the project

Module 2:Assess current service management maturity

Module 3:Determine service management target state

Module 4:Complete the roadmap

Launch the project

Assess the current state

Identify the target state

Build the roadmap

Create a Service Management Roadmap – project overview



Info-Tech Research Group 17

Info-Tech Research Group Helps IT Professionals To:

Sign up for free trial membership to get practicalsolutions for your IT challenges

www.infotech.com

Quickly get up to speedwith new technologies

Make the right technologypurchasing decisions – fast

Deliver critical ITprojects, on time andwithin budget

Manage business expectations

Justify IT spending andprove the value of IT

Train IT staff and effectivelymanage an IT department

•“Info-Tech helps me to be proactive instead of reactive –a cardinal rule in a stable and leading edge IT

environment.- ARCS Commercial Mortgage Co., LP

Toll Free: 1-888-670-8889

http://www.infotech.com/




create a service management roadmap

Technology