Post on 04-Aug-2015
4sl Group
IT Service Management
Process Efficiency & Effectiveness
Problem / Outcome Statement
Duplication of effort across teams & functions associated with infrastructure service delivery & support.
Operating model is seen as inefficient & end-to-end delivery time too long.
Desired outcome: Optimised business processes Faster fulfilment & delivery times Lower operational costs
Proposed Response Short-term improvements from process analysis, optimisation &
tactical fixes. Over the long term, the bigger problem needs to be solved
before any significant gains can be made, i.e.: – Automation introduced as the backbone of service delivery model to
rationalise headcount – Structured service catalogue for core/common infrastructure products – Wide adoption of SLAs & KPIs by all delivery stakeholders
How will this help? – Reduce time to market; accelerate fulfilment without impacting quality – Provide visibility into what’s actually happening in real-time with metrics
to identify which approaches are working & which aren’t – Reduction in process overhead and lower operational costs
Tactical - Process Analysis & Assessment
Capture ‘as-is’ end-to-end process flows (example)
Tactical - Process Analysis & Assessment
Identify hot spots and optimise process flows (example)
Strategic - Structured Service Request Catalogue
Service definitions building on the bank’s standard infrastructure product groups (e.g. platforms, storage, database, middleware etc.)
Establish specific request items against each service line Promote a Solution Blueprint based on known standards &
exceptions (bundles of Request Items) Embed SLAs & cost into all items in the catalogue Develop formal governance to oversee the service catalogue in
line with invest/disinvest roadmaps As the catalogue matures, so do Solutions
Strategic – Process Workflow & Automation