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At your Service! Defining
Customer-focused Services
Marie DiRuzza, Director of ITSMWorcester Polytechnic Institute (WPI)
A nationally recognized leader in the support industry, Marie is an HDI National Officer (District President), serves multiple EDUCAUSE working groups, and is co-chair of the Cherwell Education SIG. She holds a BA in Mathematics and professional certifications in: Project Management, ITIL Foundations v3, HDI Help Desk Manager and CCL LDP. She is the 2016 recipient of the HDI Manager of the Year award.
Chris Chagnon, ITSM Applications & Web DeveloperWorcester Polytechnic Institute (WPI)
Chris Chagnon is an ITSM Application and Web developer at Worcester Polytechnic Institute (WPI) where he designs, develops, and maintains award winning experiences for managing and carrying out the ITSM Process. Chris has a Master's of Science in Information Technology, and a Bachelor's degree in Visual Communications. In addition, Chris is a PhD Candidate studying Information Systems with a focus on User and Service Experience. As one of HDI's top 25 thought leaders Chris speaks nationally about the future of ITSM, practical applications of artificial intelligence and machine learning, gamification, continual service improvement, and customer / service experience.
WPI: from research to innovation to impact
Class of 1881
Class of 1908
Class of 1945 Class of 1973 Class of 1985 Class of 1994
Class of 1970 Class of 1975 Class of 1986
Elwood Haynes, Innovator
Stainless steel
Carl Clark, InnovatorAuto airbag system
Dean Kamen, InnovatorSegway
Edward Cheung, Innovator
Hubble Space Telescope
Karen Tegan Padir, LeaderSun Microsystems
Robert Goddard, InnovatorFirst liquid-fueled rocket
Robert Harvey, InnovatorEarly artificial heart
Michael Dolan, LeaderExxonMobil Chemical
Kathy Loftus, LeaderWhole Foods Market
Worcester Polytechnic Institute
Agenda
9:00-10:00 –Introductions & Activity #110:00 – 10:15 - Coffee Break
10:15 – Noon - Service Definition Best PracticesNoon – 1:00 - Lunch
1:00- 2:15 – Time to Practice2:15 – 2:30 – short break
2:30 – 3:00 – Service Game Card
3:00 – 3:30 - Success Strategies
3:30 – Final Thoughts / Reflections
Your Experience with Defining Services: None Getting Started Tried and Failed “Reboot” – rebuilding
existing Service list Pretty good – looking to
get better
Introductions
Name, Organization/Industry & Role
What do you hope to get out
of today’s workshop?
Service Definition - Criticality
6
IT Services are
the CORE
of any
ITSM effort
Strong Core: strength, stability, agility & injury protection peak performance
Weak Core: instability, rigid, weakness, prone to injury poor performance
Simply put, A strong core enables a body to perform at a high level.
ITSM Performance
Serv
ice
Stre
ngt
h
1. Choose a Scribe & Speaker
2. Discuss Service Definition Challenges
3. Identify the top 4-6 (challenges/obstacles)
–Scribe notes results on poster
–Speaker shares the results with the room
Why is this so Difficult?
Group Activity #1
Break time?
What the Experts Say …
Confusion• Confuse processes with Services
• Confuse technologies w/Services
• Confuse platforms with Services
IT Narcissism• IT perspective only
• Focus on what IT does
• Little thought to the *why*?
Challenges to Defining Services:“IT organizations have
difficulty describing their
services because they
think in terms of
what they do
NOT
why they do it.”
Gartner: G00307972
Service Definition Best Practices
Service (ITIL®)*
“A means of delivering value to a customer by facilitating outcomes customers want to achieve without the ownership of specific costs and risks.” **
• *ITIL® is a registered trade mark of AXELOS Limited. • **ITIL Glossary - Copyright © AXELOS Limited 2012
What is a Service?
Service (ITIL®)*
“A means of delivering value to acustomer by facilitating outcomes customers want to achieve without the ownership of specific costs and risks.”
What is a Service – the CORE?
• Value • Outcomes • No Costs/Risks
What is Service?
In simpler terms . . .
A Service is . . . an action not a thing
VS.
A Service is . . . intangibleA Service has . . . intrinsic valueA Service absorbs . . . costs and risks
Restaurant•Dining Service
•Bar Service•Take-Out/Catering
•Delivery
Real-life Examples
• Value?
Elegant Meal
• Desired Outcome?
Enjoy dinner –without doing dishes
• Costs/Risks?
Supplies
Burning the meal
Real-life Examples
Salon•Hair Cut Service
•Styling Service•SPA Services (Manicure, Pedicures, etc.)
•Make-Up Services
• Value?
• Desired Outcome?
• Costs?
• Risks?
Real-life Examples
Mechanic•Auto Repairo Brake Services
o Tire Services
• Inspection Services
•Detailing
•Auto Sales
• Value?
• Desired Outcome?
• Costs?
• Risks?
Real-life Examples
<Service Provider>• Value?
• Desired Outcome?
• Costs?
• Risks?
• Service 1?
• Service 2?
• Service 3?
Customer-facing vs. Supporting Services
Customer-Facing Services
• Visible to Customer
• Support Business process
• Facilitate one or more outcomes
• Customer-Facing services are recorded in the Service Catalog with attributes
Examples: Online Ordering, Apps
Supporting Services
• Not directly used by the business but required for service delivery
Examples: Directory Services, DNS, or Integrations
IT Value Chain
Customers Business Units
Sales Department
Finance
IT Provides
Desktop Management
Telephony
Order Processing Apps
Shipping/Receiving Database
CRM
Mobile Device Mgt.
Accounts Receivable applications
Procurement Systems
Network
Billing System
20
Customers Business Units
Sales Department
Finance
IT Provides
Desktop Management
Telephony
Order Processing Apps
Shipping/Receiving Database
CRM
Mobile Device Mgt.
Accounts Receivable applications
Procurement Systems
Network
Billing System
Sample Services in the Chain
Service Delivery Value Chain
Customers Business Units
Sales Department
Finance
Customer-Facing Services
Desktop Management
Telephony
Order Processing Apps
Shipping/Receiving Database
CRM
Mobile Device Mgt.
Accounts Receivable applications
Procurement Systems
Network
Billing System
Supporting Services
SCCM
Application Management
Supplier Management
Data Hub
DNS
Directory Services
Firewall
Where does IT fit in?
Technical Services
• Web Server Mgt.
• Application Mgt.
• Network Services
BusinessServices
• Reservation Management
• Check-in
• Baggage
Customer-Facing Services
• Online Ticketing
• Setup Alerts
• Boarding Pass
Transportation Industry
Where does IT fit in?
Technical Services
• Server Mgt.
• Database Mgt.
• Application Mgt.
BusinessServices
Purchasing• Process Orders
• Inventory Mgt.
• Delivery Mgt.
Customer-Facing Services
Order Products─ Catalog
─ Ordering
─ Shipping
Manufacturing
Where does IT fit in?
Technical Services
• Application Mgt.
• POS Mgt.
• Systems Administration
BusinessServices
Point of Sales• Sales Tracking
• Payment Handling
Marketing
Customer-Facing Services
Buy Products─ Pricing
─ Cashier
─ Online Store
Retail
DON’Ts
• Focus on what IT Does
• Confuse processes, technologies and platforms with services
• Ask business customers to define required services
- they won’t know (ex. Wright Bros.)
DO’s
• Change the language used by IT staff
• Work with users to identify business-oriented services
• Define the customer for each service
• Focus on outcomes
• Value should be clear
- Purpose
- Benefit
- WIIFM
Guidelines: Where to Begin?
Instead, talk to them about their processes and identify enabling IT services
DON’Ts
• Mistake technologies for Services
• Focus on the Nouns
- Instead, look for Verb-Nouncombination
DO’s
• Use Customer language
• Clearly articulate the value
• Align to business outcomes
• Articulate characteristics of the service
• Set expectations
Guidelines: Defining Services
Network
NetworkConnectivity
NetworkAdministration
27 *Cardinal, M. – ITSM Academy Webinar
E3 = VFM*
Efficiency
Effectiveness
Economy
=Value
ForMoney
28 *Cardinal, M. – ITSM Academy Webinar
E3 = VFM*
Consider Verb-Noun/Noun-Verb Format
Ability to . . .<Business Process>Ability to . . .<Business Outcome>
• Process Payroll• Email Administration• Desktop Management• Manage Telephony
• Enable Collaboration• Manage Software Licenses• Network Administration• Support Technology
Categories, Catalogs & Requests . . .
Category/Service Group
Service Catalog
RequestCatalog
Logical Grouping of Services
~3-8
Published & Consumable
Services
~30-80
Service Requests
100+
• Category, ‘Service Group’• Used for navigation/to filter• Should be a small number
• Published Services• End-user consumable; user language is used• Includes service details• Services appear in multiple collections
(cross-listed)
• Action catalog• Items users might request• Part of fulfillment process• Many individual items• Bundle items into a service offering -“New Hire”• Many items for each service
EDUCAUSE (ECAR) Service Model*Categories
* EDUCAUSE - The Higher Education IT Service Catalog (ECAR)
Teaching & Learning
Research Administrative & Business
Communication & Collaboration
InfrastructureSecurity End-Point Computing
IT Professional Services
EDUCAUSE (ECAR) Service Model*
* EDUCAUSE - The Higher Education IT Service Catalog (ECAR)
Teaching & Learning
Research
Administrative &
Business
Communication &
Collaboration
• Assessment Systems• Classroom Technology Support• E-Portfolio Sites• Lecture Capture
• Educational Technology Consulting & Training
• Learning Management
• Lab-Management Systems• Research Computing
• Data Visualization• Advanced Applications
• Student Information • Research Administration• Reporting & Analytics
• Finance/HR/Procurement• Auxiliary Systems• Alumni & Advancement
• Collaboration• Conferencing• Email & Calendaring• Emergency Notification
• Telephony• Television• Websites Hosting
• A centralized, comprehensive list of all services and attributes
• Contains both Supporting and Client-facing items
Contains information about Services, Service Offerings and Service Requests
Helps to derive and document:
Service Category/Group
Service Offerings
Incident Classification
Service Owners
Portfolio of Services
Category Service Request(s) Offerings/Bundles
Customer-facing or Supporting
Related to?
End-Point Computing
Mobile Device Mgt.
Order Phone (New Hire) C-F Communication & Collaboration
End-Point Computing
Desktop Mgt. Upgrade PC (PC Refresh) Supporting
End-Point Computing
Printing Setup New Printer
C-F
End-PointComputing
Network Access
Setup Wifi (New Hire)(New Student)
C-F
Portfolio of Services
Start with a Spreadsheet . . . .
Lunch time?
Time To Practice!
Service Delivery Value Chain
Customers Business Units
Sales Department
Finance
Customer-Facing Services
Desktop Management
Telephony
Order Processing Apps
Shipping/Receiving Database
CRM
Mobile Device Mgt.
Accounts Receivable applications
Procurement Systems
Network
Billing System
Supporting Services
SCCM
Application Management
Supplier Management
Data Hub
DNS
Directory Services
Firewall
DON’Ts
• Focus on what IT Does
• Confuse processes, technologies and platforms with services
• Ask business customers to define required services
- they won’t know (ex. Wright Bros.)
DO’s
• Change the language used by IT staff
• Work with users to identify business-oriented services
• Define the customer for each service
• Focus on outcomes
• Value should be clear- Purpose
- Benefit
- WIIFM
Guidelines: Where to Begin?
Instead, talk to them about their processes and identify enabling IT services
• Be Present & Attentive
• Don’t judge – keep an open mind
• Reflect/Mirror –paraphrase to ensure you are on the same page
• Clarify – ask open-ended, clarifying questions
• Summarize – to solidify the other point of view
• First, Understand, then share your own thoughts, experiences or ideas.
Active Listening
CCL: The Big 6: An Active Listening Skill Set
40
Use the template proved to Work through the IT Value chain – working from the outside in.
The template helps to identify:• Business Unit core processes• Enabling IT Services• Service Attributes
41
Practice
1. Use the Service Definitionworksheet
2. Identify a Business service and its Supporting IT services
3. Repeat #2 as needed until time is up.
Activity #2
Break time?
43
Check your Work
1. Refer to the Services you Defined
2. Use the Service Game gamecards to see how you did!
Activity #3
Cultural issues:
• Organizational silos
• IT not aligned to the business
• Focus on tools
• Lack of common understanding
ITIL Training creates a common language
Limited Resources/Sponsorship
• Top-down sponsorship is key
• Limited personnel / resources
Use of an ITSM Consultant can accelerate forward movement
Implementation Challenges
Success Strategies• Remember the Definition of a Service?
− Services are actions not things
− Provider assumes costs and risks
− Use end-user language
• Consider the Value Chain− Focus on customer business IT map
− Services must add value for customer
• Begin, Operate, and Maintain− Don’t try to ‘boil the ocean’
− Make incremental improvements
− Before publishing a Service Catalog, have a maintenance plan
Rules of the Road
If you don’t know where you are going,ANY ROAD will take you there.
- Lewis Carroll
• Have a Roadmap
• ITSM is a Marathon, Not a Sprint
• Provide Leadership
• Enlist Cheerleaders
• Communicate, Communicate!
Resources & References
ITSM Academy Webinar Archives Services – Cutting through the Confusion,By Michael Cardinal:
itsmacademy.com/webinar-archives/, August 2016
Gartner Research G00307972 The Fundamental Starter Elements for an IT Service Portfolio and IT Service Catalog,by Debra Curtis, April 2016
EDUCAUSE ECAR Publication The Higher Education IT Service Catalog, A Working Model for Comparison and Collaboration, ECAR-SC Working Group (multiple authors), April 2015
© 2011 Elsevier, Inc. Print Book Architecture and Patterns for IT,Making Shoes for the Cobbler’s Children,
by Charles Betz
ITIL is a Trademark of Axelos Axelos Website ITIL Glossary and Abbreviations, https://www.axelos.com/Corporate/media/Files/Glossaries/ITIL_2011_Glossary_GB-v1-0.pdf
© 2011 Axelos Limited
CCL The Big 6 The Big 6: An active Listening Skill Sethttps://www.ccl.org/multimedia/podcast/the-big-6-an-active-listening-skill-set/
Center for Creative Leadership (CCL)
Final Thoughts?
Reflections?
Questions?
Marie DiRuzzaWorcester Polytechnic Institute
Christopher ChagnonWorcester Polytechnic Institute
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SERVICE REQUESTS
SERVICE OFFERINGS (BUNDLES)
DOCUMENTATION
CONSTITUENTS (AUDIENCES)
AVAILABILITY / SERVICE LEVELS
COST (TO THE USER)
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SERVICE OFFERINGS (BUNDLES)
DOCUMENTATION
CONSTITUENTS (AUDIENCES)
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The
GameService
Is it an action or a thing?
Is it a what we do or a how we do it?
Is this something for which the value is evident?
As stated, is this something the recipient would understand, appreciate, and want?
Does it mirror a functional team or IT organization / group?
1.
2.
3.
4.
5.
The
GameService
1.
2.
3.
4.
5.
Is it an action or a thing?
Is it a what we do or a how we do it?
Is this something for which the value is evident?
As stated, is this something the recipient would understand, appreciate, and want?
Does it mirror a functional team or IT organization / group?
Services are actions they are intangible.
If it is how we do it, then it is probably a fulfillment process, not a service.
The value must be apparent to the consumer.
Must be stated in the end-user’s language. Too much IT jargon and it is not a well-defined service.
If so, you are probably doing it wrong! It may be a fulfillment element, service request or service offering rather than the service itself.
