Service Portfolio Managemen

Service Portfolio Management

The Great IT Dilemma

The Quest for Alignment

2

Demonstrating more business value

The IT Black Box Cost Center

NOC

“Last month’s network availability exceeded

99.25%”

Systems /Storage

“This quarter you consumed X MIPS

and the charge is..”

Security, Risk& Compliance

“We manage overX identities and Y

access rights”

Service Desk

“Our help desk staff answered Y issues within 30 minutes”

Limited business context

PMO

“Our projectcompletion rate

runs at ….”

“Increase StaffProductivity”

“Improve CustomerService”

Business Objectives & Outcomes

“Shorten SalesCycles”

Building a Service Lens

3

Business Objectives & Outcome

“ShortenSales Cycles”

“Increase staffproductivity?”

“Improve customerservice”

PDA leadnotification

service

Employeeon-boarding

Customerstatements

IT Resources & Capabilities


4

Execution

App and infrastructureperformance targets

Service PrioritiesDevelopment Staff PrioritiesAsset Allocations


Decision Making

Business Objectives & Outcomes

Service Function Service CostService Quality

ContinuouslyAlign

Business Demand

IT Supply

A Complete Service Portfolio Management Solution


5

OptimizeInvestments

DefineService

StreamlineDelivery

PrioritizeDemand

Function

Qua

lityCost

Ben

efit

ContinuouslyAlign


6

PDA sales leadnotification

service

Employeeon-boarding

service

Customerstatement

service

Value

> Customer Engagement

> Simplified ordering & Rapid fulfilment

> Unify operational silos (e.g. operations, security)

Addresses tough business problems for IT:

• How IT resources map to and support business needs

• How to present IT in simple, clear way that customers relate to and understand

• How to shield customers from increasing IT complexity

Presents Services in a Customer Facing Catalog

Function: IT will providea PDA based applicationenabling sales execs to be immediately notified of new sales leads.

Quality: Upon request, the application will be delivered, installed and fully operational within 24 hours.

Cost: Standard cost for the Service is $150 per device,per year.


service


7

Employeeon-boarding

service

Customerstatement

service


• How to contractualize IT service and support in customer/business language

• Explaining what the business gets for its money from the technology provided

• How well IT services are is performing against business objectives

Tracks Service in Business Terms


service

Value

> Engagement & alignment

> Better forecasting and budgeting

> Shapes current demand


8

• Determines which services are meeting expectations for cost, quality, function

Measures Ongoing Service Consumption


• Compares service to alternative offerings; answers where we should invest and divest

• Helps the business better forecast IT demand


service

Employeeon-boarding

service

Customerstatement

service

Customerstatement

service

Customerstatement

service

Value

> Determines the true cost of providing services

> Helps set pricing to influence future demand


9


service

Employeeon-boarding

service

CustomerStatement service

ConsolidatedCustomer statement

service

Online customerquoting service


• How to better allocate every dollar invested in IT to the initiatives most valued by the business

• How to build the confidence to say no to misaligned projects and low value services

Reple

nis

h &

Repla

ce

Manages Strategic Demand to Build the Pipeline

Value

> Prioritize business demand

> Fact-based decision making

> Improves resource utilization

Service Portfolio Management – Validation

10

“Implementing service portfolio management helps CIOs transform IT assets and their associated costs into business services that they can price and link to business value. IT’s position within the firm morphs from a cost center to a value-added service provider with transparency into its operations and spending”.

Service Portfolio Management Links IT Capabilities To Business ValueCraig Symons – Nov, 2008 – Forrester

Industry Analysts

ITIL Best Practice

“The service portfolio is the most critical management system for supporting all the processes. It describes the service delivery in terms of value for the customer and must include all of the service information and its status

Service Design based on ITIL V3 – Van Haren Publishing

ITIL V3- Service Lifecycle Support and the Service Portfolio

11

CA Clarity PPM

CA Service Catalog

Customers/Users

Executives/LOB

Service Portfolio

Service Knowledge ManagementSystem

Service Pipeline

Service Catalogue

Service Lifecycle

Serv

ice S

trate

gy &

Desig

n

Requirements

Defined

Analysed

Approved

Chartered

Designed

Developed

Built

Test

Release

Operational

Retired

12

Service Portfolio Management – On-Ramps

OptimizeInvestments

DefineServices

StreamlineDelivery

PrioritizeDemand

CatalogAccounting

Service LevelMgmt

Project andPortfolio

Mgmt

IT AssetMgmt

ServiceDesk

Function

Qua

lityCost

Ben

efit

Service Portfolio Management - Recap

> Service Portfolio Management addresses this by dynamically aligning IT resources to business value

Prioritizes both strategic and operational demand Measures performance against business objectives Demonstrates the value of IT in clear business

language Comprehensive service costing (IT assets, people,

projects)

> Industry leading and award winning solutions > Best practice support to drive continuous

improvement> Address immediate pain, integrate to build maturity> Let's you make the 'Right' decisions and 'Execute'

Inward focus on technology and IT management silos fail to address key service challenges

13

Decision Making

Execution

ContinuouslyAlign

Thank You!

Footnotes

15

* The Magic Quadrant is copyrighted 2006 by Gartner, Inc. and is reused with permission. The Magic Quadrant is a graphical representation of a marketplace at and for a specific time period. It depicts Gartner’s analysis of how certain vendors measure against criteria for that marketplace, as defined by Gartner. Gartner does not endorse any vendor, product or service depicted in the Magic Quadrant, and does not advise technology users to select only those vendors placed in the “Leaders” quadrant. The Magic Quadrant is intended solely as a research tool, and is not meant to be a specific guide to action. Gartner disclaims all warranties, express or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose.

** The Forrester Waves are copyrighted by Forrester Research, Inc. Forrester and Forrester Wave are trademarks of Forrester Research, Inc. The Forrester Wave is a graphical representation of Forrester’s call on a market and is plotted using a detailed spreadsheet with exposed scores, weightings, and comments. Forrester does not endorse any vendor, product, or service depicted in the Forrester Wave. Information is based on best available resources. Opinions reflect judgment at the time and are subject to change.

1. Gartner, Inc., “Magic Quadrant for IT Project and Portfolio Management,” Matt Light, Daniel B. Stang; June 13, 2008.

2. The Forrester Wave™: Service Desk Management Tools, Q2 2008,” Forrester Research, Inc.; April 2008.

3. “The Forrester Wave™: Project Portfolio Management Tools, Q4 2007,” Forrester Research, Inc.; December 18, 2007.

4. “The Forrester Wave™: IT Asset Lifecycle Management, Q2 2009,” Forrester Research Inc.; April 10, 2009.

Service Portfolio Managemen

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