Rocky road to defining a common portfolio

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1 Rocky road to defining a common portfolio Case: TeliaSonera Pirkko Lankinen Head of Service Portfolio management 1

2 Agenda About the speaker TeliaSonera In brief Key questions for beginners Maximus Goals Future benefits Deliverables Lessons learned Q&A 2

3 Pirkko Lankinen PTKtietokeskus Roles Programmer ADP designer Senior designer Project manager Product manager Development manager Department manager Head of service management and support Senior quality manager Head of service design Head of service portfolio Certificates Board member 3

4 TeliaSonera - in brief Result of the merger of the Swedish incumbent Telia AB and Finnish incumbent Sonera Corporation in December 2002 Head office in Stockholm, Sweden 2014 net sales totalled SEK billion Approximately 26,000 employees Market capitalization approximately USD 28 billion* (SEK 229 billion) Shares listed on the Nasdaq Stockholm and Nasdaq Helsinki Stock Exchanges Largest shareholders - Swedish state (37.3%) and Finnish state (7.8%) January

5 Strategic agenda S T R AT E G Y S T R AT E G IC P R IO R IT IE S Enhance the core Develop the core business in Nordics & Baltics Take Eurasia to the next level Value through superior network connectivity Customer loyalty through convergence Competitive operations Explore opportunities close to the core Investments in areas that complement and/or strengthen the core business ehealth m2m Services TV Music Financial Security 5

6 Organization of TeliaSonera Group 6

7 Key questions for beginners 7

8 Question 1: "What are the advantages of implementing Service Portfolio Management into your organization? Service Portfolio Management must be seen as a strategic activity that helps to ensure that the IT and business strategies remain aligned. The value of your portfolio has to be seen as a driver, not as a passenger. Our current services in the catalogue can be valued by looking at the business value at risk if the services fail. We also need to look at both the current value of a service AND its potential value. Service Portfolio Management to ensure that each service continues to deliver business benefits and value during its operational phase. The real value of the Service Portfolio is in its examination of the full range of services, both planned and operational, to ensure that the IT organization is doing the right things to support the strategic objectives and outcomes of the business in a way that maximizes business value 8

9 Question 2: Which framework to follow? etom TM Forum s (TMF) Shared Information/Data model (SID) TS: PIM 9

10 Question 3: What is service? Google search Service definition 674,000,000 results (0.38 sek) ITIL v3. = A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks. TS/PIM = A service describes a functionality that the service provides to a customer via a product (service realization of a product). Production related rules and process dependencies (provisioning, service assurance, billing, others) are also to be included in service. 10

11 Question 4 Where and how to start? Establish a separate project Get the right people involved staff, management, customers/business, users Do not underestimate communication Services have to have defined owners, components, models, OLAs/SLAS, users Define your IT services and ensure that they meet business needs Commitment to Secure Management Avoid IT speaks mentality Don't talk about a tool or software until you know what your services are 11

12 Service Portfolio management Vs. Project management Retired Services Service Strategy New idea, new service, Service consept DP0 Service addded To Service Portfolio Service Operation Continual Service Improvement Service Design Service Requirements; availability, support DP2 project starts Project closing Input: Service Desigin package DP4 project on going Project Management Service move to Service Catalogue Service Transition Service Portfolio Management 12

13 Maximus? Are you not entertained? Gluteus Maximus from Asterix Maximus Decimus Meridius (Russell Crowe)

14 Background Spring New organization May 2014 As-is situation June 2014 DP0, DP1 July Common interests September DP2 March 2015 Handover to Finland, Estonia 14 2/24/2015 itsmf teemaristeily,

15 Goals To create a unified Service Portfolio and Service Catalogue model and set up processes to support it Ability to establish the criteria for fact-based decisionmaking and effectively deliver only those services that actually provide value and strategic advantage to the business To create a new service (activity) based allocation model To create common understanding of terminology To define common templates and a common workroom 15 2/24/2015 itsmf teemaristeily,

16 Objectives 16

17 17

18 Deliverables ready for deployment 1. Stakeholder map 2. Service Portfolio and Catalogue structure 3. Service types 4. Data content 5. Service Portfolio Process, roles and responsibilities 6. Service Catalogue Process, roles and responsibilities 7. Service Portfolio and Service Catalogue KPIs 8. Service allocation model 9. Tools and templates; as-is review and recommendations 18

19 Stakeholder map Vendors Roles: Marketing managers (offerings etc.) HR managers (staffing, skills needed) Portfolio owner/managers CT Subcontractors Regulators Roles: Vendors; Skanova what is their role Subcontractors Service Portfolio Roles: General managers Financial managers Product managers Service owners/managers CIO Service catalogue manager Change manager v s s TS employees Roles: Customer representative (part of the information); what to know, what we are going to offer Roles: Product managers Service content developer Technical experts Service desk 19

20 Service Structure - Country business view Service groups/offering categories TV and entertainment Communications solutions Business networking & security Service provider (Country) Service provider (Other) Customer Service Catalogue Country PIM = Offering -> Product Element 3.1. TV and Entertainment Channel package Business Service Catalogue and Supporting Service Catalogue Country PIM = Service Technical Service Catalogue Group/Country PIM = Service Element TV monitoring (Service type= technical service) TV Service usage (Service type = business service) Platform Services (Service type= technical service) Country component(s) (Service type= technical service) TV Billing (Service type = supporting service) MAXIMUS scope CMDB-level/component level PIM = Resources & Resource elements Components A-X Applications 20

21 Service types Business services provided by the technology organization to business to enable a variety of customer services or to support business processes Service groups according to business processes, e.g. Sales, Billing, Usage Support services provided by Technology to support business processes. The receiving customer is an internal organization Service groups have a link to business services but are standalone e.g. archives services, Service Desk Technical services A service that is not directly used by the business but is required by the service provider to deliver business or supporting services. Technical services may also include services that are only used by the service provider. 21

22 Processes & Roles 22

23 How to involve employees? Clear scope WHY? Define the tasks well Secure resources HOW? Engage people on all levels of the organization WHO? Choose a diverse project team 23

24 Future benefits Service Catalogue will facilitate self-help centralize request management inspire business process improvement provide end-to-end visibility into the value chain reduce service costs Through the Service Catalog, there can now be a meaningful dialogue between IT and the business on what services they offer and which service levels are required. (Craig Symons, Vice President, Forrester Research Inc.) 24

25 Lessons learned Start simple and keep it simple Try with one business process first Engage the business from the start Implement and maintain the service mindset throughout the IT Create KPIs/PIs -> measure them Manage responsibilities (service owners, business owners) Listen to feedback Keep the business and its customers informed 25

26 Eight steps to successful change by John P. Kotter Unfreeze Make Change Create a sense of urgency Pull together the guiding team Develop the change vision and strategy Communicate for understanding and buy-in Empower others to act Produce short-term wins Consolidate improvements, produce more change Refreeze Create a new culture Management is about coping with complexity. Leadership is about coping with change (J.P. Kotter) 26 2/24/2015 itsmf teemaristeily,

27 QUESTIONS? 27 In cooperation with SAM

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