it service catalogues
DESCRIPTION
Short overview from design to proper cost allocation of IT services / products. / Kurzer Ueberblick in die Erstellung eines IT Service Katalogs bis zur verursachergerechten Fakturierung.TRANSCRIPT
Increased business value by IT Service Catalogues Design, Calcula8on and Cost Alloca8on
Trademarks
Die in diesem Dokument verwendeten Markennamen und Produktbezeichnungen unterliegen im Allgemeinen den gesetzlichen Bes;mmungen, insbesondere dem warenzeichen-‐, marken-‐ oder patentrechtlichen Schutz. All used names of brands and products are trademarks and/or copyright material of their respec;ve owners.
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Wandel von der
IT Diskussion zur
Kunden-‐zufriedenheit
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Die IT ist zu teuer.
Im Elektronik Markt bekomme ich den PC viel güns;ger.
Die IT Abteilung ist zu langsam.
Ich will die SoQware xyz, da ich schon immer damit gearbeitet habe.
Ich brauche die SoQware xyz.
Ich kann nicht arbeiten, da die IT nicht funk;oniert.
Das Netz ist zu langsam.
Von der IT bekommen wir ja mehr Leistung zu einem güns;geren Preis als am Markt.
Das ist ein nachvollziehbarer Preis.
Wozu braucht der Mitarbeiter A die SoQware xyz?
Wir brauchen den Service Z nicht.
Die IT macht einen super Job.
Die IT berücksich;gt meine Anforderungen.
Wir benö;gen die Menge X vom Service Y.
AGENDA
• From the Reference Model to the IT Service • IT Service Catalogue • Pricing • Charging • Summary
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From the Reference Model to the IT Service Overview
Best Prac8ces & Policies QA Procedures Security Principles ITIL
IT Infrastructure Library
Standards ISO 9000 / 9001 ISO 15408 / 27002 ISO 20000
Governance of Enterprise IT
COBIT Control Objec;ves for Informa;on and related Technology
Enterprise Governance Balance Scorecard
COSO Commidee of Sponsoring Organiza;ons
of the Tread-‐way Commission
Drivers PERFORMANCE Business Goals
CONFORMANCE Basel, SOX, KonTraG etc.
*Not Exhaus;ve
HOW?
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≫ There is no “ready-‐to-‐use off-‐the-‐shelf” framework. ≪
WHAT?
Con;nual Service Improvement
7 Step Improvement Process
Service Opera;on
Event Mgmt Incident Mgmt Request Fulfilment Problem Mgmt Access Mgmt
Service Transi;on
Transi;on Planning & Support
Change Mgmt Service Asset & Configura;on
Mgmt
Release & Deployment
Mgmt
Service Valida;on &
Tes;ng Change
Evalua;on Knowledge
Mgmt
Service Design
Design Coordina;on
Service Catalogue Mgmt
Service Level Mgmt
Availabilty Mgmt
Capacity Mgmt
IT Service Con;nuity Mgmt
Informa;on Security Mgmt
Supplier Mgmt
Service Strategy
Strategy Mgmt Service Porkolio Mgmt Financial Mgmt Demand Mgmt Business Rela;onship Mgmt
MANAGEMENT Alignment to achieve …
Enterprise Enablers
Build, Acquire & Implement
Deliver, Service & Support
Monitor, Evaluate &
Assess
GOVERNANCE Enterprise Objectives
Evaluate, Direct & Monitor
From the Reference Model to the IT Service Approach
WHAT? – COBIT (High-‐Level Objec8ves + Controls)
HOW? – ITIL (Detailed Direc8ves)
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≫ Select a set of process improvement models. ≪
Service Strategy … Service Porkolio Management (Service Catalogue) Financial Management …
Align, Plan & Organize
Align, Plan & Organize … APO05 Manage Porkolio APO06 Manage Budget & Costs …
Analyse first
APO05 Manage Porkolio
APO09 Manage Service
Agreements
From the Reference Model to the IT Service Opportunity Grid
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Poten;al for Success
Impact on the Business
Low
High
High
Process C
Process D
Process … n
≫ Processes that scored high in both …, are processes that need the most aYen8on 1st. ≪
From the Reference Model to the IT Service Process Maturity Framework (PMF) 0 Non-‐existent, processes are not applied at all
1 Ini;al, processes are ad hoc and disorganized
2 Repeatable, processes follow a regular padern
3 Defined, processes are documented and communicated
4 Managed, processes are monitored and measured
5 Op;mized, processes are followed and automated
Ini;al
Repeatable
Defined
Managed Op;mized
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Non-‐existent
≫ The maturity of each process will be developed itera8vely through 5 levels. ≪
From the Reference Model to the IT Service Maturity Worksheet
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≫ Assess performance – define target – iden8fy improvements. ≪
Level / Adributes
Vision & Governance Processes People Technology Culture
Ini;al
Repeatable
Defined
Managed
Op;mized
As is
To be
Gap analysis
From the Reference Model to the IT Service Alignment of Business & IT / Iden8fica8on of IT Services
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Business Processes
Service Assets
Financial capital
Infra-‐structure
Applica-‐;ons
Informa-‐;on People Know-‐
ledge Prcesses Organiza-‐;on
Manage-‐ment
Technical View
Business View
Resources Capabili;es
Services
Accoun;ng HR Mgmt. Mgmt. Repor;ng
Informa;on Sharing ... Service n
U;lity Warranty
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≫ One service, different views -‐ a business perspec8ve is needed. ≪
From the Reference Model to the IT Service Set up the appropriate SLA structure
Master Agreement / IT Service Agreement
• General principles • General object of agreement
• General obliga;ons of IT Service Provider
• General obliga;ons of customer
• Contact • Payment • Term • Termina;on • Liability • Confiden;ality • Privacy • General provisions
Service Level Agreement (SLA)
• Defini;ons • Service descrip;on • Scope of Service • Service hours / maintenance
• Support hours • Service performance (quan;ty, throughput, response ;me, etc.)
• Availability • Responsibili;es • Charging (pricing, bonus / malus)
• Repor;ng and service review
• General provisions
IT Service
• Delivery of in the SLA in detail described services in accordance to agreed parameters (;me, quan;ty, quality, price)
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≫ SLA’s provide the basis for managing the rela8onship between business and IT. ≪
From the Reference Model to the IT Service Benefits of Reference Models
• Framework • Holis;c approach • Golden Thread • Flexible and individually adaptable • Adop;on and implementa;on is rela;vely quick • External and/or internal view, bridge between business & IT, helpful for argumenta;on
• Best prac;ce
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IT Service Catalogue Economic interests and objec8ves
Business • Customized services • Transparency (detailed descrip;on)
and costs (traceability of invoicing, based on quan;;es and prices) of services
• Comparability of services • Service flexibility, promote individual
terms • Pro-‐ac;ve management of cost • Traceability of service quality /
performance, based on agreed KPIs • Accuracy in planning of budgets
IT • Defined services with high quality
and transparent prices • Reasonable cost of services, high
level of standardiza;on • Flexibility and speed in providing new
services, simula;on • Adequate diversity of variants • Full-‐cost calcula;on • Iden;fica;on of reasonable and
sustainable cost savings • Accuracy in planning of budgets
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≫ IT Service Catalogues provide the basis for managing IT expenditures. ≪
IT Service Catalogue Structure & brief descrip8on (1)*
Service Package Core Service** Standard
Desktop Services • Desktop Basic • Desktop Standard • Desktop Professional • Desktop Mobile Standard • Desktop Mobile Professional
• MS Windows, MS Internet Explorer, MS Word, MS Excel, MS PowerPoint, MS Outlook, Adobe Acrobat Reader
• Hard Disk Encryption • Email Account 1 GB • Home Share 1 GB • Net Share 1 GB • Service desk / On-call Service 8x5
Optional Extra Charge
• Monitor Standard • Monitor Professional • BlackBerry (encrypted) • USB-Stick (encrypted) • Email Encryption • Flat Rate
• Additional Storage Email • Additional Storage Home Share • Additional Storage Net Share
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* Not Exhaus;ve ** In dependency of User Profiles
IT Service Catalogue Structure & brief descrip8on (2)*
Service Package Core Service** Standard
ERP Services • ERP Basic • ERP Standard • ERP Professional • ERP Human Resources • ERP Data Warehouse • ERP Reporting
• Licensing • Installation • Operations • Support (2nd/3rd Level)
Service Desk / On-call Services • Service Desk 8x5 • On-Call Services 24x7
• Service Desk Extension xxx • Service Desk Tool www • Service Desk Mail @ • On-Call Service No. xxx
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* Not Exhaus;ve ** In dependency of User Profiles
IT Service Catalogue SLA Parameters / Desktop Services Begriffsbes;mmungen • 1st Level Support: Registrierung und Einordnung
eingehender ... Servicebeschreibung • Bereitstellung und Betrieb von Computerarbeitsplätzen • Core Services
– Desktop Basic: normal ausgestadeter PC (Thin Client) mit Zugriff auf die Arbeitsumgebung über das Netzwerk
– ... – Desktop Mobile Professional: sehr leichter Laptop mit
kleinem Display für hohe Mobilität – Alle Produkte enthalten eine externe Tastatur und Maus.
Die mobilen Geräte werden zusätzlich mit Port-‐Replikator oder Docking Sta;on zur Verfügung gestellt.
– SoQwarepaket: ... (vgl. brief descrip;on) – Ressourcen: ... (vgl. brief descrip;on) – Lizenzierung
• Op;onal – Monitor Standard: 19“ LCD Display – ...
Dienstleistungsumfang • Bearbeitung interner Bestellungen • Zuordnung Standarddrucker • Einweisung Mitarbeiter • ...
Servicezeiten / Supportzeiten • Arbeitstage, 8 -‐ 16 Uhr Wartungszeiten • Geplante Wartung jeweils am letzten Freitag eines Quartals
von 12 Uhr bis zum Folgetag 12 Uhr Serviceleistung • Standardprodukte: 10 AT (Leistungsqualität A) • Op;onale Produkte: 15 AT (Leistungsqualität B) Verfügbarkeit • In einem Kalendermonat werden 90% aller Produkte
innerhalb der definierten Leistungsqualitäten bereitgestellt • Email: 99,0% • ... Ansprechpartner • AG (1), AG (2): Müller, Tel., Mail, ... • AN (Service Level Manager), (Service Owner): Mustermann,
Tel., Mail, ... Vergütung (Preisgestaltung, Boni / Mali) • Preiskatalog / Bestellformular Berichterstadung und Servicenachschau • SLA-‐Parameter: monatlich • Nachschau: quartalsweise
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Service Cost
Pricing From service cost to service price
• Network + Backend • Peripherals • Frontend
Hardware*
• Administra;on & Monitoring • Backend (OS, DBS) • Frontend (Office, ERP, etc.)
SoQware*
• In-‐house People
• Buildings + Offices • Data Center • Consump;ons
Facili;es
• Internet • Outsourcing • Consul;ng
External Services
• Internal Charges Transfer
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* Investment & Maintenance
Service
Price
Total Cost of Ownership Service Cost
Cost plus Service Cost + x %
Market Price Service Cost ± x %
≫ Full-‐cost calcula8on! -‐ Cost Center or Profit Center? ≪
Pricing Precondi8ons
• Accoun;ng: deprecia;on • Controlling: hourly rate,
interest margin • Human Resources: hourly
labor cost index • Monitoring / logging:
accounts, users, numbers, capaci;es, ;me, u;liza;on, consump;on (if legally allowed)
• Historical data, projected data with predefined assump;ons and / or planed values
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Level of Detail
Level of Effort
Low High
High
Value of Informa;on
≫ Approach under considera8on of the effort / benefit ra8o. ≪
Pricing Assump8ons
Hardware SoQware People Facili;es Ext. Services Transfer
Unit Val. Unit Val. Unit Val. Unit Val. Unit Val. Unit Val.
Deprecia;on
Low value assets M 12 M 12
PCs, Notebooks M 36 M 36
ERP SoQware M 84
ICT M 120
Maintenance
min % 15 % 17
max % 21 % 21
Hourly rate
In-‐house € 75
Consul;ng € 150
Consump;on
Power costs / kWh Cent
Usage %
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Budget / Contract Planning Opera;onal Interest margin
Annually Monthly 6,4%
Pricing Determining of cost per unit
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Pricing Determining of cost per service
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Pricing Cost / price structure: Desktop Mobile Basic
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HW Infrastruktur 26%
HW Client 39%
SW Infrastruktur 19%
SW Client 6%
SW ERP 0%
People In-‐house 8%
Consul;ng 0% Facili;es
1%
External Services 1%
Transfer 0%
Service Cost • Network + Backend • Peripherals • Frontend
Hardware*
• Administra;on & Monitoring • Backend (OS, DBS) • Frontend (Office, ERP, etc.)
SoQware*
• In-‐house People
• Buildings + Offices • Data Center • Consump;ons
Facili;es
• Internet • Outsourcing • Consul;ng
External Services
• Internal Charges Transfer
* Investment & Maintenance
Alloca;on of costs
Charging Cash flow
• Direct costs Project
• Direct costs • Indirect costs (un-‐ / absorbed overhead)
Service
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≫ Units, quan88es and cost alloca8on have to be understandable as well as controllable. ≪
Type of costs IT Cost Center
Alloca;on of costs to non-‐IT Cost Center
Price per unit * Quan;ty = Price
Charging Monthly invoice per cost center
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Summary • There is no “ready-‐to-‐use off-‐the-‐shelf” framework. • Select a set of process improvement models. • Processes that scored high in both (impact/success), are processes that
need the most aYen8on 1st. • The maturity of each process will be developed itera8vely through 5
levels. • Assess performance – define target – iden8fy improvements. • One service, different views -‐ a business perspec8ve is needed. • SLA’s provide the basis for managing the rela8onship between business
and IT. • IT Service Catalogues provide the basis for managing IT expenditures. • Full-‐cost calcula8on! -‐ Cost Center or Profit Center? • Approach under considera8on of the effort / benefit ra8o. • Units, quan88es and cost alloca8on have to be understandable as well
as controllable.
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QUESTIONS
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Thank You T: +49 (0) 341 3502606 F: +49 (0) 341 3502630 C: +49 (0) 170 3277551 [email protected] www.itbc2.com