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