SESSION 109 Monday, November 2, 10:15am - 11:15am
Track: Strategic View
It's All About the Services: Implementing a Service Portfolio
Nelli Serifovski Senior Process Manager, NNIT A/S [email protected]
Session Description
Standardization, scalability, and transparency are critical success factors for any company experiencing rapid growth. This was the situation for NNIT in 2010, when new customers, services, and technologies were being regularly introduced into the business. This session explains how NNIT implemented a service portfolio to provide an essential overview of all services provided, focusing on the key benefits and lessons learned. (Experience Level: Intermediate)
Speaker Background Nelli Serifovski has more than ten years of experience working with different IT service management processes. Her career as an ITSM professional and her interest in ITIL best practices began in 2003 when she was given the responsibility of preparing service level agreements and service catalogs for a major client at NNIT. In 2010, Nelli joined NNIT’s new service management office. She is currently involved in the implementation of service request catalogues, including the introduction of a new service request management process.
It’s all about the services! Implementing a Service Portfolio
Nelli Serifovski
NNIT A/S
NNIT in brief
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NNIT was born as the internal IT department of Novo Nordisk, but has now grown to become one of Denmark’s leading IT service providers and consultancies, providing a wide range of IT services to customers using fully integrated international delivery capabilities.
Our vision
By 2020, our quality and value adding IT services will make us:
• Denmark’s preferred IT outsourcing partner
• A leading international IT partner dedicated to life sciences
2012-2015 2,600 employees. 15th consecutive year with double digit growth New offices in the US (Princeton) and Czech Republic (Prague). NNIT is listed on NASDAQ OMX Copenhagen A/S
2009-2011 20% of the employees works on sourcing destinations NNIT builds new data center and reaches 1,500 employees 3rd office in Denmark (Aarhus)
2006-2008 New offices in Philippines (Manila) and Czech Republic (Olomouc) 10th consecutive year with double digit growth NNIT employee no. 1000 starts work
2000-2005 New offices in Switzerland (Zurich) and China (Tianjin) First large customer outside Denmark First large customer outside the Novo Nordisk Group
NNIT - Milestones & key figures
The situation: a fast growing business
Time for scalability and standardization!
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Create one central overview of services
Minimize variation in services and agreements
Anchor ownership and responsibility
Clarify the relations between services
Create a transparent cost model
Ensure strategic development of services
…so how do we do this?
We wanted to…
It all starts with the mindset…
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From an organization of computer ‘geeks’….. • A former internal IT department with friends in the business areas • Focus on technologies and IT components – not IT services and
outcomes • Reactive and unstructured development of services
…to a professional IT service partner • IT professionals with knowledge of what their service does for the
customer(s) • Development of services aligned with customer needs and
challenges • … and at the same time maintain our values and flexibility
Must-win-battle Project Charter; September 2009
The purpose of the Service Portfolio and Catalogue project is to
establish a Service Portfolio and Catalogue framework that serves as the
“spinal cord” of NNIT Operations. The framework is expected to cover a
Service Portfolio and a number of Service Catalogues supported by
tools, processes and governance. The portfolio will contain all existing
NNIT Operation standard services as well as the cost of a number of
these.
Expected go-live June 2010
Establishment of the framework - based on ITIL best practices
Track 1: Design of the
Service Portfolio
Track 2: Identify, structure, and
describe services
Track 3: Define governance
and processes
Track 4: On-going workshops, training and awareness campaign
Organizational change management - Workshops, workshops and more workshops….
Service Level Objectives
Service Catalogue
Service Portfolio vs.
Service Portfolio Manager
Purpose: create one common language!
Design of the Service Portfolio
The Service Portfolio
The service lifecycle structure (Idea, Analyse, Design, Realise, Retire)
The data model (Business Service/Infrastructure services, Service Package, Supporting services, Enhancing services)
The Service Catalogue templates
Service (Name, ID, owner, functional area)
The Service Plan template
Tool decision:
A simple repository in SharePoint
Identify and structure services - An inside-out approach
Identify • Workshops with every team in the organisation
• Listing of all services delivered • NB: services vs. service activities
Structure • Definition of the Lines of Service • Categorize according to the data model
Relate services (supported by, enabling, dependent of, etc.)
Describe • Describe services into the Service Portfolio • Identify what is relevant to the Service
Catalogue • Publish Service Catalogue
Clarify the relations between services
Agreements (OLAs) between departments
Service relations - A time-consuming activity..
Service Package MS-SQL Server hotel
MS-SQL Database
MS-SQL Database Pool
Database health check
MS-SQL Single DB health check
Database regulatory compliancy
MS-SQL GxP compliancy
Database service request fulfillment
Core network
Hosting
Storage – non-mirrored / mirrored
Midrange Shared
Windows server operation
MS Windows Virtual Server
MS-SQL backup
Call center (SPOC)
Service Delivery Management
Component monitoring
MS-SQL monitoring
Reporting
Service reporting
Directory services
DNS
AD
User administration
User administration
User access review
Vulnerability assessment
Patch monitoring
Vulnerability scan
Security Incident management and monitoring
License management
The Service Catalogue structure (phase 1) - time for the outside-in approach
One Service Catalogue • Business Services • Infrastructure services (service packages) • Enhancing services • Requestable services
Result:
Impressive – but too comprehensive and difficult to work with! Originally designed to meet the requirements of several target groups A re-structuring was needed!
The Service Catalogue structure (phase 2) - One year after go-live
Standard Service Catalogue
Strategic level (What can we provide) Target group: NNIT Presales and Client Management Purpose: input to bids and contracts
Customer requirements
Operational level (What have we agreed to provide) Target group: Customer Executives / IT departments Purpose: alignment of expectations on live services, KPI reporting
Customer Service Catalogue
Service Request Catalogue
(What have we agreed to provide upon request) Target group: Users – IT or end-users Purpose: To support daily Service Request and Change Management
Service Governance - Dedicated roles and functions is a prerequisite!
Service Owner
• Accountable for a Service throughout its lifecycle:
−design, operation, and development of the service
−adequately allocated resources and capabilities
−profit & loss
Service Architect
• Responsible for design of services
• Assisting the Service Owner in preparing Service Plan and Business Cases
Service Portfolio Management
• Ensures consistency and quality in the Portfolio and Catalogue
• Gatekeeper for the Service Portfolio phases
• Management reporting through Service Portfolio reviews
Service Portfolio Management process - transparency throughout the service lifecycle
• Idea
• Every development initiative, input from Account Plans, Market research, corporate strategy, etc.
• Analyse
• Estimation, planning, business cases, Investment Management
• Design
• Service Design, requirement specification, procedures, instructions, test, service descriptions for the Service Catalogue
• Realize
• Live Services , operation, continual service improvement (CSI), costing/budgeting
• Retire
• Services being phased out
Idea Analyse Design Realize Retire
The Service Plan - A tool to support strategic development of services
Service Owner
Create Business Case Apply for funding
Division Management
Single overview of proposed investments Prioritise investments Grant Funding Budgeting
Define roadmap for the service / Line of Service Include input from Account Plans and market trends Create a Value Proposition Plan for development
• resources • capabilities
Innovative and customer focused services
Transparent costing - through the ABC model (Activity Based Costing)
Cost per service activity
Cost-drivers per service activity
Identify and define cost of all services into one single cost base
• The same cost model was introduced for all services
• Finance department facilitated the process (ensured consistency) • More accurate costing of services and improved transparency across the organization
– easier estimation for new proposals • Improved budgeting/planning
The yearly Service Portfolio review cycle
JAN DEC
MAY
JUN JUL
SEP APR
AUG
OCT
NOV FEB
MAR
Service Plan Major update
(input to AB, service roadmap)
Service Plan Major update
(input to Business Plans)
Service Catalogue Major update
Service Catalogue Minor update
Service Plan Follow-up on initiatives
ITOSMan SPM Review
ITOSMan SPM Review
ITOSMan SPM Review
ITOSMan SPM Review
Service Plan Follow-up on initiatives
Service Plan Follow-up + ABC (Service review)
Management Review
Service Catalogue
Service Plan
Sourcing Plan
Sourcing Plan Major update
(input to service plans and AB)
Sourcing Plan Minor update
(input to business plans)
Our Service Portfolio portal
The spinal cord of operations - knowledge is power …
Customer Portfolio
Project Portfolio
KPI reporting
CRM system
ERP system
CMDB
CSI initiatives
Resource Mgt.
system
Time Mgt.
Yoda: “Value to you it will provide”
Key learning points
Make sure that you have Management commitment !!
Get dedicated resources allocated !!
Create a common understanding and a common language across the organization (make people think services!!)
Key learning points
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• Start with simple data models (do not expect the same maturity level across every team)
• Involve stakeholders (also outside the organisation!)
• Be prepared for several service catalogues (one-size never fits all!)
• Start with the design the portfolio, the catalogue, and the processes – then look for tools to support it. Don’t expect to find one single tool to meet all your requirements.
• Start with ITIL best-practise – then adapt to your organization.
• Accept that service Portfolio Management is not implemented overnight!
Thank you for attending this session.
Please don’t forget to complete an evaluation form!
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