Hva vil du med Service management i din organisasjon?

Hva vil du med Service management i din organisasjon? Syscom, Oslo - 3. november 2015 Karsten Grinderslev STEPS AHEAD

AGENDA Current situation The Service Management Strategy Maturity Strategy scope & models The ITSM strategy What s in it for me? How do I start?

BACKGROUND IT Service management, Strategy, Operation, Outsourcing, Tools, processes, Change and Project management Management since 1998 CTO, Compaq outsourcing (2000-2002) CTO, Ministry of Science (2003-2005) Service director, Danisco (2005-2012) Owner, STEPS AHEAD (since 2013): Service Management (strategy, tools, processes, maturity) Project/program management Outsourcing

TODAY THE FUTURE TODAY IT: Less than 10% have a SM strategy Snail pace development Majority of operation is managed inhouse or in data centers FUTURE SM Strategy to: Meet business requirements Exceed expectations Market competition Demands Automation and standardisation Increasing self service Efficient support channels (Chat, FB, Twitter) Alignment cross BU s Incident reduction Service moves to the cloud (50% in 2017) IT Budget >80% owned by IT IT budget moves to the business (>80% owned by the business in 2020) Cost reduction rather than value add IT to be Value add Non-IT: No communicated SM strategy??

WHAT IS A SERVICE MAMAGEMENT STRATEGY? What to do to support the business in achieving their goals Grow business outcome When/how/cost/quality/KPI/CSF High level project plan + CSI Triggers to change direction

WHY HAVE A STRATEGY? To have a direction and measurable goals Secure focus on business value Knowing what to do and not to do! To mature the IT organisation Bench mark with comparable organisations possible Move from cost centre to business value add

HOW MATURE IS IT? Extensive Service delivery experience IT is probably the most mature service provider in the organisation! But are they in control? Do they know what to deliver? What to achieve? Do we have the right KPI s? At what cost? At what SLT? And do the organisation know what to expect?

SERVICE MANAGEMENT MATURITY

STRATEGY MODELS - BOARD STRATEGY Board Shared Service Management Strategy Facility IT HR Finance Sales Marketing

BOARD LEVEL STRATEGY - SHARED SERVICE MANAGEMENT STRATEGY Define and implement Service Level Agreement (SLA) TASK CSF KPI Measurable, agreed, communicated and aligned with business strategy Approved by business, KPI reports available Create common Service catalogue Align requestable services to Service Catalogue and business needs Valid information, visible to customers/users, easy to use End2end processes in place Communication/marketing Service portfolio Service catalogue process Requestable services measured and reported Establish functional support organisation consider shared Select and implement one shared ITSM tool and processes R&R, RACI in place Training in place Tool and processes align to strategy, organisation and best practise Function/team deliverables Efficiency, SLA compliance Horizontal process X functions Measure, report and implement structured CSI Align measurement to SLA KPI s and other identified KPI s Visible service delivery dashboard KPI s agreed with business and functions

STRATEGY MODELS - FUNCTION STRATEGY Board Facility IT HR Finance Sales Marketing Strategy I Strategy I Strategy I Strategy I Strategy I Strategy

FUNCTION STRATEGY - ONE SERVICE MANAGEMENT STRATEGY PER FUNCTION HR FUNCTION STRATEGY CSF SM KPI s Local HR is available via phone Monday- Friday 9-16. No SLA Ability to manage Hire, Leave and Move None, No SLA IT 24x7 Servicedesk SLA on all tickets, application availability, infrastructure, end user computing etc SLA on most KPI s Vital processes in place (MI, IM; CM, PM, SACM All agreed deliverables Finance Finance requests are forwarded to a shared mailbox. Financial targets, budgets etc. as agreed with management None, no SLA Facility services Available via phone Monday-Friday 9-12. Manage facilities and provide ad hoc services None, no SLA Sales Available Monday-Friday 9-15 Focus on sales targets None, no SLA Marketing Available Monday-Friday 9-15 Focus on marketing targets None, no SLA

FUNCTION STRATEGY - ONE SERVICE MANAGEMENT STRATEGY PER FUNCTION FUNCTION STRATEGY HR KPI on Hire, Move, Leave process end2end All service requests measured and managed through the shared Service portal Agreed SLA with business IT 24x7 Servicedesk, KPI on all deliverables Application and infrastructure availability according to SLA End user computing services Agreed SLA with business Finance All service requests measured and managed through the shared Service portal Standardized reporting services Agreed SLA with business Facility services All service requests measured and managed through the shared Service portal Agreed SLA with business Sales Standardized process for sales report requests Agreed SLA with business Marketing All service requests measured and managed through the shared Service portal Agreed SLA with business

LETS BEGIN WITH IT - MOVING UP MATURITY STEPS

Operation Application Digital platforms Servicedesk Onsite support Vendor mgmt Finance THE ITSM STRATEGY IT Strategy Vision & Mission Governance Architecture Operation & Infrastructure ITSM Horizontal ITSM strategy Project Vendor & Partnership Sourcing

BUSINESS ALIGNMENT Business Strategy IT Strategy SM Strategy Competitive advantage High quality products Efficient low cost delivery Increase employee efficiency Process innovation Optimizing business processes Maximize automation Operational excellence Live cockpit information Zero incidents Best in class New Markets & Channels Grow AP by 25% Include Africa ($1B) Competitive advantage Upgrade SAP v 12.5 Onsite support at critical plants Training, improve support processes Process innovation Commit to build BPO office Map process landscape and optimize Operational excellence BI/Cockpit solution Develop business incidents cockpit Establish IT Academy New Markets & Channels Secure IT scalability Establish AP/Africa support org. Competitive advantage Deliver 24x5 SAP support - Q2-15 24x5 onsite support in SA - Q4-15 Support initiatives, maturity Process innovation Create IT process team Support SM process usage cross business units Operational excellence IT Academy training in min. 50% business application in 2015 >90% in 2016 New Markets & Channels Secure IT scalability Q3 2015 Setup onsite org. in AP Q3 2015 What will the IT strategy do to support the business strategy? What will the SM strategy do to support the IT and the business strategy?

THE STRATEGY BREAK DOWN - I Business Strategy Increase employee efficiency IT Strategy Provide Academy platform Reduce # IT support tickets Automate support process Better support channels SM Strategy Build Academy platform. With HR create elearning sessions on most important business applications (Q4 2015) Create Problem Management team reduce # tickets by >5% (end Q4 2015) Build Service catalogue and automate request/incident handling where possible. More than 5% automated (end Q3 2015) Deliver 24x5 chat support (Q2 2015). More than 20% user tickets via chat (end Q4 2015) IT Operation Build elearning platform (Q1-15) KPI: Availability >99,5%, Incidents <5/month, daily backup with 95% success (from Q4-15) IT Application Services With HR configure elearning application (Q2-15) Develop support process (Q3-15) Create elearning modules (Q4-15) IT Servicedesk PM: Create PM team, define goals and make plan. Execute plan measure, report SC: Appoint responsible. Analyze processes, make automation/marketing plan, execute, measure, etc Chat: Appoint responsible. Define scope, make implementation and marketing plan, execute, measure

The Strategy break down - II CHAT Appoint responsible Define scope PID, RACI, R&R etc. Implementation plan Marketing plan Execute Measure Servicedesk manager Responsibility: Overall responsible Tasks: Appoint responsible within SD, define scope, approve project plan, follow up on progress, make necessary org. changes, report progress to strategy board Appraisal: Part of appraisal and bonus programme Project responsible Responsibility: Deliver chat functionality (using existing Lync application) to all users and secure it s being used as planned Tasks: 1. Create PID, project plan, RACI, training plan etc. 2. With Marketing create marketing/communication plan 3. Execute plan and report as agreed with SD manager Appraisal: Part of appraisal and bonus programme SD employee Responsibility: Use chat as describes in role description. Support increasing use of chat Tasks: 1. Login to Chat support when on duty 2. When communicating with user first try chat 3. Encourage users to use chat Appraisal: More than 15% tickets closed using chat

SM STRATEGY KPI s >30% support via Service catalogue Q3 2015 End user satisfaction >95% From Q2 2015 1 st call resolution rate >70% Q4 2015 Self Service solutions >5% Q2 2015 Problem management reduce tickets >5% per year Gold appl. availability > 99,95% Silver appl. availability > 98,50% From Q1 2015 Master Business SLA signed Q3 2015 Onsite support solves < 15% tickets Q3 2015 Problem management reduce tickets >5% per year Successful Changes > 90% Chat via Service catalogue available Q2 2015 Academy training platform available Q3 2015 Weekly SLA reports available to business Q3 2015 Language support (DK, UK, DE, FR, ES) available Q4-2015 elearning available on top-10 business appl. 1 st call resolution rate >60% Q2 2015 >80% support via Service portal Q2 2016 Project HR ITSM platform - available Q4 2015 End user satisfaction survey process implemented Q2 2015 8x5 direct SAP 2 nd level support channel implemented Q2 2015 Servicedesk chat support (Lync) implemented Q4 2015

WHAT S IN IT FOR ME? Role Possible outcome Business (CEO, board) IT service delivery aligned to business needs Possibility to Influence service scope and level Cost transparency More efficient organisation End users Increased efficiency Better and faster support Service level visibility Customers More likely that Service will meet customer expectations CIO Business & IT strategy transparency move closer to business Knowing what NOT to do Align IT services to business needs and obtain business approval Easier to benchmark Best in class mybe! Servicedesk manager Clear goal definitions Knowing what NOT to do Easier to map Servicedesk goals to individual goals (FTE) Easier to define service catalogue Increased maturity CTO Better Knowledge sharing More efficient operational processes (ITIL) Move more tickets to ServiceDesk

SUMMARY Business => IT Strategy mapping ITSM Strategy Projects Business <> IT SLA Agreed services Agreed Service levels Behavioural changes Teams Individuals

HOW DO I START? Small scale Use process Business interaction/approval Low hanging fruits fast track solutions Strategy ready in 2-3 months Measure Adjust Change (CSI) Describe & scope the Strategy Describe Services Large scale Use process Business interaction/approval Identify focus areas from Business and IT strategy Strategy ready in 4-6 months Plan & Execute Prioritize and Approve Create business case Finance and resource overview

Spørsmål? Mange takk! Mobile: +45 5370 9910 Skype: karsten.grinderslev Homepage: www.stepsahead.dk Email: karsten.grinderslev@stepsahead.dk Twitter: http://twitter.com/ksgrinderslev LinkedIn: LinkedIn