Let’s demonstrate value,
not what we do
Would you run a restaurant without a menu?
Barclay Rae
Service Desk, SLM and ITSM Goodness
EMAIL
[email protected]
TWITTER
@barclayrae
#ITSMgoodness
WEB
www.barclayrae.com
www.itsmtv.co.uk
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‘ITSM Goodness’
• Don't write an SLA like you are a frustrated lawyer, a novelist, or a
tech junkie...
• SLAs need to show up gaps in capability and performance.
Otherwise how can you improve?
• Don't fudge SLA targets into % of % of %. Keep goals real, not just
easy targets.
• SLAs should be about positive value delivered by IT services, not
just how IT responds to failure.
#ITSMGoodness
Agenda
What metrics do we currently produce?
SLM + Service Catalogue concepts
Delivering and Demonstrating Value
‘ITSM Goodness’
• No one is interested in what IT does - SLAs should refer business
outcomes
• SLAs breathe business life and relevance into fairly dull IT
operational processes
• If you can't measure it somehow, don't set up an SLA for it...
• If your SLAs are long documents, they don't represent real
agreement - ie they're SLDs (service level disagreements)
#ITSMGoodness
What Metrics do we produce?
First Time fix
First Contact Resolution
Response time
Turnaround Time
Abandon Rate
Average Time to Answer
Average Call duration
What Metrics do we produce?
First Time fix
System Availability
First Contact Resolution
Server Availability
Response time
Application Availability
Turnaround Time
System response time
Abandon Rate
No. of incidents
Average Time to Answer
No. of requests
Average Call duration
No. of changes
SLA performance
What Metrics do we produce?
o All the 9s…
o Volumes
o IT Processes
o ‘SLA’ performance
o IT Systems performance
Too much information
IT Services – VFM?
System, not service, reporting
‘ITSM Goodness’
• SLM projects are not for the faint or tech-hearted...
• Don't expect too much if you ask a junior person to set up SLAs
• Turns out you can't actually set up SLAs without defining Services
first. No really...
• "We tried doing SLAs before - no one was interested" (Surprised?)
#ITSMGoodness
SLM concepts
The SLA small print…
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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. 3 rd 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.
CUSTOMERS
SLM PROJECT
IT SERVICE PROVIDER
What IT services
are key to you?
Planning
What IT services
do you provide?
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?
Workshops
Negotiation
Infrastructure
Facilitation
Networks
Documentation
Applications
Build Service
Catalog
Service/Help Desk
Set up reporting
Procurement
Set up review
mechanisms
Projects
What are your resource levels?
Plan full
implementation
Ongoing support
as needed
3rd party contracts?
What levels of service can you
provide?
Service Catalogue Elements
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
‘ITSM Goodness’
• Don't write an SLA like you are a frustrated lawyer, a novelist, or a
tech junkie...
• SLAs need to show up gaps in capability and performance.
Otherwise how can you improve?
• Don't fudge SLA targets into % of % of %. Keep goals real, not just
easy targets.
• SLAs should be about positive value delivered by IT services, not
just how IT responds to failure.
#ITSMGoodness
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
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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
Overall metrics
Customer
Satisfaction
Net Promoter
Score
Overall
IT QOS
Sales
Service
HR Service
Logistics
Treasury
Service
Service
Desk
Budget
SERVICE CATALOG 7-Step ROUTE MAP
STRATEGY
1. Feasibility
2. Workshops
3. Customer Liaison
DESIGN
4. IT Liaison
5. Service Design
6. Documentation
IMPLEMENTATION
7. Implementation
Feasibility - work out what benefits will be achievable at what cost – be
clear and realistic on expectations.
Workshops – these are essential to get people together and moving
forward quickly. Get everyone together and at the same level of
understanding.
Customer liaison / negotiation - talk to customers and users and get
their input in their own words.
IT Liaison / Negotiation - liaise and negotiate with IT – keep the focus
on the business needs (diplomacy required..)
Service Design - what are the service and offerings, how do they
integrate with each other and other ITSM processes. What governance
processes are needed to maintain them?
Documentation – keep it simple and clear. Don’t let this be driven by
technical focus.
Implementation – it is essential to get the right people with the right
skills and approach involved – much of this work is business
negotiation and liaison (albeit with technical understanding). It is
therefore not advisable to have junior or overly-technical people
involved apart from for reference on technical issues.
Strong governance and on-going maintenance is essential to ensure
that services remain current and relevant.
YOU ?
High-Level Services List
SERVICE
Name of the
service
FUNCTION
What does this do? i.e.
provides mobile comms,
makes payments, receives
orders, delivers training
CUSTOMER
The ultimate
business customer –
who pays for the
service and agrees
the SLA
USERS
Who are the users,
which
departments, how
many users are
there
IT DELIVERY
This is how IT delivers
this service – support
teams, 3rd parties,
owners, which part of
the infrastructure are
required
Term
Definition
Current use
Service Offering
Service Catalog
(SC)
 SC User
Request Portal

SC Business
View

SC Technical
View
Service Entity
Service Portfolio
SLA
OLA
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Term
Definition
Current use
Service
A bundle of activities (IT, people and process) combined to provide a
business outcome
Service Offering
A specific task offered as part of a service ( e.g.
create/change/remove/retire)
Service Catalog
A framework of services (+ offerings)provided as a multi-level set of Catalog of Services
(SC)
information, including:
 SC User
Front end user-friendly interface for users to get information and
Service Catalog
Request Portal fulfillment of services and offerings (e.g. like Amazon)

SC Business
View
Outputs intended for business customers/users. Identifying service
performance, supply and demand etc. (e.g. reports + scorecards)

SC Technical
View
Technical and organizational information to support the IS/IT
organization in delivering the services and offerings (e.g. technical +
process documentation)
Features/values recorded as part of the service
Service Entity
(e.g. owner, customer, components, SLA)
Service Portfolio
The lifecycle management of Services from pipeline through to
retiral. ‘Service Catalog’ is the live service status.
SLA
Written target for service performance and delivery agreed with
customer
Internal SLA to define inter-departmental responsibilities required to
meet customer SLAs
OLA
Service Offering (?)
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Service Attributes
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Description
Business Area
Customer
Users
SLA
Service Type
IT Delivery
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Criticality
Customer Resp.
Sourcing Model
Contingency/DR
Portfolio Status
Service Owner
Cost/Price
Reporting Considerations
Availability
Incidents/Support
Requests/Delivery
Customer Satisfaction
Net Promoter value
Key Metrics /Measurable MOT
XX%
XX%
XX%
XX%
XX%
XX%
Service Catalog Hierarchy
Service Catalog Hierarchy – Non-IT
Service Catalog Hierarchy – Non-IT
What are the challenges?
• Developing business/non-IT skills
• Commercial negotiation
• Marketing + communications
• Moving to ‘supply chain’ management
• Overcoming resistance – from IT
• Inertia and lack of momentum
• Old IT/ITIL thinking
‘Walk the walk’ with our
customers
Overall metrics
Customer
Satisfaction
Net Promoter
Score
Overall
IT QOS
Sales
Service
HR Service
Logistics
Treasury
Service
Service
Desk
Budget
Fast ITSM - Principles
• All IT activity must be clearly related to a customer / business
outcome or demand
• It is IT’s responsibility to consult and communicate with its
customers to identify Service needs
• IT must demonstrate its value in relation to delivery of these
services
• IT must manage and communicate its performance to all
stakeholders
Fast ITSM - Practicalities
What can we achieve in 20 days?
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Get customer feedback and implement quick wins
Identify cost per service
Agree cost per service unit – e.g. incident
Build business metrics model
Reduce cost of service request handling
Reduce % incidents + problems
Increase first time fix by %
Reduce errors caused by failed changes
Define service framework
Design key services
‘ITSM Goodness’
• Good news! Your service reporting is a bundle of stuff you already
report on, like availability, customer satisfaction, and support
performance
• IT SLM documentation should be written in human English,
otherwise it's self-serving, patronising tech BS...
• Don't be side-tracked from setting aspirational SLA targets because
of 1 or 2 occasions where it will fail - that's the point!
#ITSMGoodness
Thank you for listening…
For more information:
[email protected]
@barclayrae
#ITSMGoodness
www.barclayrae.com
www.itsmtv.co.uk
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