SESSION 401 - HDI › ~ › media › HDIFusion › Files › ...Before joining Linium, Phyllis led...
Transcript of SESSION 401 - HDI › ~ › media › HDIFusion › Files › ...Before joining Linium, Phyllis led...
SESSION 401 Thursday, November 2, 10:15am - 11:15am
Track: The Strategist
Is the SMO Still ITSM's Best-Kept Secret?
Phyllis Drucker Senior Consultant, Linium [email protected]
Session Description Many organizations are still waiting to adopt formal governance for their service management implementation, leading to scattered efforts with limited success. Particularly as service management expands beyond IT, the service management office (SMO) is critical. This session offers practical guidance on how and when to establish a SMO, its place in moving service management beyond IT and into the enterprise, and how critical it is when an ITSM tool moves beyond IT. You’ll walk away with a governance roadmap to help your organization mature enterprise service management.
Speaker Background The author of Service Management Online: Building a Successful Service Request Catalog, Phyllis Drucker is an ITIL Expert and industry leader with more than twenty years of experience as a service management practitioner. As a senior business process consultant for Linium, she provides strategic advice and consulting services on tool implementations. Before joining Linium, Phyllis led the ITIL and PMO implementations at AutoNation, the largest dealership group in the US. Since then, Phyllis has taken her experience to numerous organizations through writing, speaking, training and consulting, helping practitioners grow their skills and knowledge.
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The Service Management Office:
ITIL’s Best Kept Secret?
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Phyllis can be reached by email at:
or
MSITSM
Meet Today’s Presenter:
Phyllis Drucker
Senior Consultant, Linium
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Before we begin…• Do you have a formal program for your ITSM Initiative?
• Who governs direction for service management?
• Who governs roles & responsibilities?
• Who governs development
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Session Overview
What is Governance?
The importance of a formal program
Introducing the SMO
What the SMO can do for you
Establishing an SMO
SMO Roadmap
Wrap up and Questions
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You may need a governance program if…
STOP
STOPSTOP
STOP• Project sponsors cannot agree on
priorities
• Management initiatives start and
stop or change direction regularly
• Changes proposed to enterprise
service management tool conflict
with one another or step on other
groups ability to use the tool
• Resources are uncertain about the
direction of their efforts, priorities
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Governance Controls Chaos
Before
• Conflicting priorities
• Stops and starts
• Lack of direction
• Resource uncertainty
After
• Clear program
• Established plan
• Long term direction
• Empowered staff
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Governance Defined
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Governance Defined
According to ITIL®• Single overarching
area that ties IT and the business together
• Defines common directions, policies and rules used to conduct business
According to ITIL®• Coordinates process
and functions that manage the provider’s services
Generally• Responsible for
vision and strategy of services within an organization
Generally• A strategic body
ensuring projects’ alignment to business goals
• At an operational level, provides oversight in project delivery (on time/ budget)
Governance SMO PMO
ITIL® is a (registered) Trade Mark of AXELOS Limited. All rights reserved.
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IT Steering Committee
Business Relationship Management
Service Management
Office
Project Management
Office
Strategy management for services
Service portfolio
management
Financial management
(services)
Demand management
Business Relationship management
Strategy management for services
Enterprise Services
Governance Structure & Processes
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The Service Management Office and the Enterprise
• It is an emerging approach to managing all aspects of services in an organization
• A centralized function that services all business units (not just IT, as traditionally done)
• Focused on proactively growing and improving services
• Typically a smaller group of individuals who set policy and standards, evaluate potential projects, maintain a holistic view of services, and train and coach service practitioners in the business: develop the organization’s target operating model
• Responsible for the Vision and Strategy of services within an organization
• A trusted advisor for all service aspects and the leader of an overall service management program
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In Short…
The Service Management Office is responsible for coordinating activities such that all services and processes are managed and operated effectively; essentially bringing the service management activities together across the organization.
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What is the vision for your Service Management initiative? Have you defined measurable goals and objectives for it?
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Is your organization ready?
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Has your program been communicated? Adopted?
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Establishing an SMO
Vision Governance Processes ToolsService Delivery
Setting a long-term effort in place requires establishing a vision and then ensuring all of the foundational items you need are in place before you start
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Establishing an SMO
Vision
Step 1: Vision and Mission set the tone, or overarching goals
• Set the vision and mission and scope for the SMO
• Select some critical success factors
• Translate these into measures that can be used to determine if the SMO is meeting its intended goals
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Establishing an SMO
Governance
Step 2: Determine and document the SMO and other governance structures
• Charter the governance bodies, being sure to document their scope
• Name a chair for each body and an overarching hierarchy
• Set roles and responsibilities for each body and overarching governance authority
• Establish meeting schedules, report frequency etc.
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Establishing an SMO
Processes
Step 3: Develop processes to be used for governance
• Processes exist (for ITIL and PMO), but need to be selected and documented for the organization
• For example:• Review, approval process for new services, changes to the ITSM tool• Design processes to be used, coordinated• Project management processes
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Establishing an SMO
Tools
Step 4: Determine tools needed to manage the Service Management Program and Governance initiative
• What are the tasks that need to be managed across the team(s)?
• Are these able to be managed in an existing application within the ITSM management tool or other tool?
• Determine requirements, tool needs.
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Establishing an SMO
Service Delivery
Step 5: Ready to roll
• Start with an adoption and communication plan
• Pick a few small areas to pilot first, shake out operational issues
• Run the selected metrics against these areas
• Implement corrective action and expand…
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Sample Structure for the Service Management Office
Core TeamResponsible for delivery of day to day activities for the SMO
SMO Extended TeamAdditional resources that are consulted and kept informed of SMO activities
SMO Board MembersAccountable for decision making on strategy,priorities, funding, etc.
SMO CORE TEAM
SMO EXTENDED TEAM
Executive Sponsor(s)
Project Sponsor(s)
SMO BOARD
Core + Extended
Team
PMO Chair
COO, CFO, CIO
Key Business
Reps
Program Manager
Key Process Owner(s)
ITSM Tool Architect
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IT Steering Committee
Business Relationship Management
Service Management
Office
Project Management
Office
Strategy management for services
Service portfolio
management
Financial management
(services)
Demand management
Business Relationship management
Strategy management for services
Enterprise Services
Key Process Owners to Involve
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Key Steps in Your Roadmap
Understand the Organization’s
Vision
Establish the Vision for ITSM
Define Overarching
Strategic Principles
Develop the Organization’s
Design
Define Roles, Responsibilities
Charter the Governing Bodies
Develop & Document Key
Processes
Develop key measures
Operate, measure, improve