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ITSMProcessDescription–ServiceCatalogManagementPage1
ITSMProcessDescriptionOfficeofInformationTechnologyServiceCatalogManagement
ITSMProcessDescription–ServiceCatalogManagementPage2
TableofContentsTableofContents1.Introduction2.ServiceCatalogManagementProcessGoalsandObjectives3.Scope4.Benefits5.KeyTermsandDefinitions6.RolesandResponsibilities
6.1ServiceCatalogManagementProcessOwner6.2ServiceCatalogManager6.3ServiceOwner6.4ServiceCatalogStakeholdersServiceCustomer6.5CITOStaff
7.ServiceCatalogHighLevelProcessFlow7.1ServiceCatalogHighLevelProcessDescriptions8.ServiceCatalogReviewProcessFlowFigure18.1ServiceCatalogReviewProcessActivityDescriptionsFigure18.2ServiceCatalogReviewProcessRACIMatrixFigure19.ServiceCatalogMaintenanceProcessFlowFigure29.1ServiceCatalogMaintenanceProcessActivityDescriptionsFigure29.2ServiceCatalogMaintenanceProcessRACIMatrixFigure210.ObtainandPublishServiceInformationProcessFlowFigure310.1ObtainandPublishServiceInformationProcessActivityDescriptionsFigure310.2ObtainandPublishServiceInformationProcessRACIMatrixFigure311.ServiceCatalogReviewActivities12.ProcessPerformanceReport
12.1AnnualServiceCatalogReviewreport12.2ServiceCatalogProcessPerformanceReport
13.CriticalSuccessFactorsandKeyPerformanceIndicators
ITSMProcessDescription–ServiceCatalogManagementPage3
1.IntroductionThepurposeofthisdocumentistodescribetheOfficeofInformationTechnology’s(OIT)ServiceCatalogManagementProcess.
2.ServiceCatalogManagementProcessGoalsandObjectivesThegoaloftheServiceCatalogManagementProcessistoensurethattheServiceCatalogisproducedandmaintained,containingaccurateinformationonalloperationalservices.ToachievethisgoalOITaimstopursuethefollowingobjectives:
● ManagetheinformationcontainedwithintheServiceCatalog● EnsuretheServiceCatalogisaccurateandreflectsthecurrentdetails,status,interfacesand
dependenciesofallservicethatareavailable● Provideeffectiveinformationforcustomerengagementwiththeserviceprovider● ProvidealinktostandardServiceLevelAgreements
3.ScopeThescopeoftheServiceCatalogManagementProcessistoprovideandmaintainaccurateinformationonallservicesofferedbyOIT.Processes,externaltoServiceManagementProcess,whichadd,changeorremoveaservicewillprovidetherequestedchangesinatimelymanner.TheServiceCatalogManagementactivitieswillinclude:
● AcquiretheservicedefinitionandotherinformationabouttheservicefromtheServiceOwner● PublishServiceCatalogstandardsandcoordinateapprovalofstandards● ProductionandmaintenanceofanaccurateServiceCatalog
AllServiceCatalogManagementactivitiesshouldbeimplementedinfull,operatedasimplementedandmeasuredandimprovedasnecessary.
4.BenefitsThereareseveralbenefitsthatcanbeachievedfortheboththeServiceProvidersandthecustomersbyimplementinganeffectiveandefficientServiceCatalogManagementprocess.TheServiceCatalogManagementProjectTeamhasagreedthatthefollowingbenefitsareimportanttoOITandwillbeassessedthroughcontinuousprocessimprovementthroughouttheServiceCatalogManagementprocesslifecycle:
● ITServicesareclearlydescribedtocustomersandserviceengagementmethodsaredetailedforcustomers
● Providesareliableinformationchannelwithcustomers,relievingITsupportpersonnelfromadhocinformationrequests
● Futureservicesarecommunicatedinonecentrallocationusingonemedium● ITservicedetailsaremaintainedinonecentrallocation
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● Whenlinkedtorequestfulfillment,theServiceCatalogcanbeaportalforcustomerservicerequestsfororderableservices
● Reinforcestheserviceculture
5.KeyTermsandDefinitionsBusinessUnit:AsegmentoftheBusinesswhichhasitsownplans,metrics,incomeandcosts.EachBusinessUnitownsAssetsandusesthesetocreatevalueforCustomersintheformofgoodsandServices.Customer:SomeonewhobuysgoodsorServices.TheCustomerofanITServiceprovider,usuallyfromtheBusinessUnit,isthepersonorgroupwhodefinesandagreestheserviceleveltargets.User:SomeonewhousestheITserviceonaday-to-daybasis.Sometimesinformallyreferredtoasthecustomer.FunctionalUnit:Ateamorgroupofpeopleandthetoolstheyusetocarryoutoneofmoreprocessesoractivities;forexample,theServiceDesk.ITService:AServiceisameansofdeliveringvaluetoCustomersbyfacilitatingoutcomesCustomerswanttoachievewithouttheownershipofspecificcostsandrisks.AnITServiceusesInformationTechnologytosupporttheCustomer’sbusinessprocesses.ServiceOwner:Isaccountablefortheavailability,performance,quality,andcostofoneormoreservices.DealsdirectlywiththeServiceCustomerorproxy,usuallyinthecontextofaServiceLevelAgreement,OperatingLevelAgreement,oranUnderpinningContract.UsestheServiceCatalogtosetUserandServiceCustomerexpectations.ServiceOwnerisresponsibleforday-to-dayoperationoftheservice.CustomerFacingService:ITservicesthatareseenbythecustomer.Thesearetypicallyservicesthatsupportthecustomer'sbusinessunits/businessprocesses,directlyfacilitatingthecustomer'sdesiredoutcome(s).SupportingService:ITservicesthatsupportor'underpin'thecustomer-facingservices.Thesearetypicallyinvisibletothecustomer,butessentialtothedeliveryofcustomerfacingITservices.
CoreService:Aservicethatdeliversthebasicoutcomesdesiredbyoneormorecustomers.Acoreserviceprovidesaspecificlevelofutilityandwarranty.Customersmaybeofferedachoiceofutilityandwarrantythroughoneormoreserviceoptions.
EnhancingService:Aservicethatisaddedtoacoreservicetomakeitmoreattractiveto thecustomer.Enhancingservicesarenotessentialtothedeliveryofacoreservicebutare usedtoencouragecustomerstousethecoreservicesortodifferentiatetheservice providerfromitscompetitors.
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EnablingService:Aservicethatisneededinordertodeliveracoreservice.Enablingservicesmayormaynotbevisibletothecustomer,buttheyarenotofferedtocustomersintheirownright.
Component:Ageneraltermthatisusedtomeanonepartofsomethingmorecomplex.For example,acomputersystemmaybeacomponentofanITservice;anapplicationmaybea componentofareleaseunit.Componentsthatneedtobemanagedshouldbeconfiguration items.
Function:Ateamorgroupofpeopleandthetoolsorotherresourcestheyusetocarryoutoneormoreprocessesoractivities–forexample,theservicedesk.OperationalLevelAgreement(OLA):AnAgreementbetweenanITServiceproviderandanotherpartofthesameorganization.AnOLAsupportstheITServiceprovider’sdeliveryofITServicestoCustomers.TheOLAdefinesthegoodsorServicestobeprovidedandtheresponsibilitiesofbothparties.ServiceCatalog:TheServiceCatalogisadatabaseorstructureddocumentwithinformationaboutallLiveITServicesincludingthoseavailableforDeployment.TheServiceCatalogistheonlypartoftheServicePortfoliopublishedtoCustomersandisusedtosupportthesaleanddeliveryofITServices.TheServiceCatalogincludesinformationaboutdeliverables,prices,contactpoints,orderingandrequestprocesses.TheServiceCatalogcontainsinformationabouttwotypesofITService:Customer-facingservicesthatarevisibletothebusiness;andsupportingservicesrequiredbytheserviceprovidertodelivercustomer-facingservices.ServiceCatalogMaintenanceRequest(SCMR):Generictermforamaintenancerequest.ThismaybeintheformofanIncidentRecordorRequestforChange.RequestswillcomethroughtheIncidentManagementorChangeManagementprocesses.ServiceLevel:AServiceLevelisameasuredandreportedachievementagainstoneormoreServiceLevelTargets.ThetermServiceLevelissometimesusedinformallytomeanserviceleveltarget.ServiceLevelAgreement(SLA):ASLAisanagreementbetweenanITServiceProviderandaCustomer.TheSLAdescribestheITservice,documentsserviceleveltargets,andspecifiestheresponsibilitiesoftheITServiceproviderandtheCustomer.AsingleSLAmaycovermultipleITServicesormultipleCustomers.ServicePortfolio:ThisisthecompletesetofServicesthataremanagedbyaServiceProvider.TheServicePortfolioisusedtomanagetheentirelifecycleofallServicesandincludesthreecategories:ServicePipeline(proposedorinDevelopment),ServiceCatalog(LiveoravailableforDeployment),andRetiredServices.UnderpinningContract(UC):AcontractbetweenanITServiceProviderandaThirdParty.TheThirdPartyprovidesgoodsorServicesthatsupportdeliveryofanITServicetoaCustomer.TheUnderpinningContractdefinestargetsandresponsibilitiesthatarerequiredtomeetagreedServiceLevelTargetsinanSLA.
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6.RolesandResponsibilitiesArolereferstoasetofconnectedbehaviorsoractionsthatareperformedbyaperson,teamorgroupinaspecificcontext.Processrolesaredefinedbythesetofresponsibilities,activitiesandauthoritiesgrantedtothedesignatedperson,teamorgroup.Someprocessrolesmaybefull-timejobswhileothersareaportionofajob.Onepersonorteammayhavemultiplerolesacrossmultipleprocesses.Cautionisgiventocombiningrolesforaperson,teamorgroupwhereseparationofdutiesisrequired.Forexample,thereisaconflictofinterestwhenasoftwaredeveloperisalsotheindependenttesterforhisorherownwork.Regardlessofthescope,roleresponsibilitiesshouldbeagreedbylinemanagementandincorporatedintoexistingjobdescriptionsand/orincludedinyearlyobjectives.Oncerolesareassignedtheassigneesmustbeempoweredtoexecutetheroleactivitiesandgiventheappropriateauthorityforholdingotherpeopleaccountable.Allrolesanddesignatedperson(s),team(s),orgroup(s)shouldbeclearlycommunicatedacrosstheorganization.Thisshouldencourageorimprovecollaborationandcooperationforcross-functionalprocessactivities.
6.1ServiceCatalogManagementProcessOwnerProfile
Thepersonfulfillingthisroleisresponsibleforensuringthattheprocessisbeingperformedaccordingtotheagreedanddocumentedprocessandismeetingtheaimsoftheprocessdefinition.TherewillbeoneServiceCatalogManagementProcessOwner.
Responsibilities
● Facilitatetheprocessdesign● Defineappropriatestandardstobeemployedthroughouttheprocess● DefineKeyPerformanceIndicators(KPIs)toevaluatetheeffectivenessand
efficiencyoftheprocessanddesignreportingspecification● Ensurethatqualityreportsareproduced,distributedandutilized● ReviewKPIsandtakeactionrequiredfollowingtheanalysis● Addressanyissueswiththerunningoftheprocess● Reviewopportunitiesforprocessenhancementsandforimprovingthe
efficiencyandeffectivenessoftheprocess● Ensurethatallrelevantstaffhavetherequiredtechnicalandbusiness
understanding;andprocessknowledge,trainingandunderstandingandareawareoftheirroleintheprocess
● Ensurethattheprocess,roles,responsibilitiesanddocumentationareregularlyreviewedandaudited
● Interfacewiththemanagement,ensuringthattheprocessreceivestheneededstaffresources
● Communicateprocessinformationorchangesasappropriatetoensureawareness
● Reviewintegrationissuesbetweenthevariousprocesses● Integratetheprocessintotheorganization
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● PromotetheServiceManagementvisiontotop-level/seniormanagement● Functionasapointofescalationwhenrequired● Ensurethatthereisoptimalfitbetweenpeople,process,technology/tool
andsteering● EnsurethattheServiceCatalogManagementprocessisfitforpurpose
Authority
● ToescalateanybreachesoftheServiceCatalogManagementProcesstohighermanagementlevels
● Totakeremedialactionasaresultofanyprocessnon-compliance● ToapproveproposedchangestotheServiceCatalogManagementProcess● Toinitiateresearchintochangingtooling;however,thetoolowneris
responsibleforthetoolandwillhavethefinalsay● ToorganizetrainingforITemployeesandnominatestafffortraining.● Toescalatetomanagementremedialtrainingneeds● TonegotiatewiththerelevantProcessOwnerifthereisaconflictbetween
processes● ToensurethattheServiceCatalogmeetsCustomerandServiceProvider
requirements
6.2ServiceCatalogManager
Profile
Performstheday-to-dayoperationalandmanagerialtasksdemandedbytheprocessactivities.
Responsibilities
● Documentandpublicizetheprocess● EnsurethattheServiceCatalogisavailable,accurate,andmeetsITService
ProviderandEndUserneeds● ObtainandverifyinformationtobeincludedintheServiceCatalogfromthe
authorizedServiceOwnersandotherinformationproviders● ObtainEndUsersatisfactionfeedback● AssistwiththeproductionandmaintenanceofaccuratelinkstoServiceLevel
Agreements,OperatingLevelAgreements,UnderpinningContracts,theServicePortfolio,andthecorrespondingmaintenanceprocedures
● EnsurethatServiceCatalogassessmentreviewsarescheduled,carriedoutwithcustomersregularlyandaredocumentedwithagreedactions
● EnsurethatimprovementinitiativesidentifiedinServiceCatalogreviewsareacteduponandprogressreportsareprovidedtocustomers
● EnsureeachservicehasanidentifiedServiceOwnerandProvider● Recordandmanageallcomplaintsandescalate,wherenecessary,toreach
resolution● Providemeasurement,recording,analysisandimprovementoptionsand
recommendations● AnalyzeandreviewServiceCatalogandSLMagreementsforreferential
integrity,andtoensurethatthecatalogandagreementstakeintoaccountthesameservicedependencies
● OrganizeandmaintaintheregularServiceCatalogreviewactivitieswithboth
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CustomersandServiceOwnersincluding:o Reviewoutstandingactionsfrompreviousreviewso Reviewrecentperformanceandavailabilityo ReviewServiceCatalogServiceLevelsandTargets,asnecessaryo ReviewassociatedunderpinningagreementsandOLAsasnecessaryo Agreeonappropriateactionstomaintain/improveServiceCatalog
ServiceLevelso InitiateanyactionsrequiredtomaintainorimproveServiceCatalog
ServiceLevels● AttendChangeAdvisoryBoardmeetingswhenappropriate● Identifyopportunitiesforimprovingthetoolsused● IdentifyimprovementopportunitiestomaketheServiceCatalogManagement
processmoreeffectiveandefficient● AudittheServiceCatalogManagementprocess● EscalatetotheServiceCatalogManagementProcessOwnerwherethe
processisnotfit-for-purpose● PromotetheServiceCatalogandSCMwithintheorganization,through
availablecommunicationchannelsandtrainingSCMstaffincommunicationskillswhereneeded
● CoordinateandfacilitateServiceCatalogManagementmeetingstoassessServiceCatalogqualityandvalueandtoaddressanyactionablegaps
Authority ● ToapprovecontenttobepublishedintheServiceCatalog● ToescalateServiceCatalogServiceLevelAgreementbreachestomanagement
andprocessmanagement● ToescalatetomanagementandtheServiceCatalogManagementProcess
Ownerincaseofaconflictbetweenprocessandmanagement.EscalationreportsaresenttotheProcessOwnersandmanagement
● ToreportonallchangestotheServiceCatalog● TorecommendserviceimprovementsandinitiateapprovedService
ImprovementPrograms
6.3ServiceOwner
Profile
Isaccountablefortheavailability,performance,quality,andcostofoneormoreservices.DealsdirectlywiththeServiceCustomerorproxy,usuallyinthecontextofaServiceLevelAgreement,OperatingLevelAgreement,oranUnderpinningContract.UsestheServiceCatalogtosetUserandServiceCustomerexpectations.ServiceOwnerisresponsibleforday-to-dayoperationoftheservice.
Responsibilities
● Definethedefinitionoftheservice,serviceattributesandserviceengagementmethods
● SubmitaSCMRforServiceCatalogqualityissues● SubmitaSCMRforadding,changing,removingorupdatingaservice● Providedetailed,timelyandaccurateserviceinformationtoServiceCatalog
ManagerforinclusioninServiceCatalog● ProduceandmaintainServiceLevelAgreements,OperatingLevelAgreements
ITSMProcessDescription–ServiceCatalogManagementPage9
andUnderpinningContracts● Ensureservicelevelmonitoringisinplacetosupporttheagreeduponservice
levels● Produce,reviewandevaluatereportsonservice/systemperformance,
achievementsandbreachesofServiceLevelAgreements● PerformannualServiceCatalogreviewsasinitiatedbytheServiceCatalog
Manager● Coordinateandmanageactivitiestoimproveservicelevels● Attendtop-levelmanagementmeetingstoassessandrepresenttheService
LevelRequirementsbalancedwiththerelativecost
6.4ServiceCatalogStakeholders
Profile
AreknowledgeableabouttheServiceCatalogManagementProcess.CanbeeitherServiceProviders,ServiceOwners,ITSupportStaff,orServiceCustomers.
Responsibilities ● ParticipateasagroupinthegovernanceoftheServiceCatalogandtheServiceCatalogManagementProcess
Authority ● RecommendServiceCatalogManagementPolicy
ServiceCustomer
Profile
MaybethepayerforaserviceonbehalfofUsersthatactuallyusetheservice.Thepaymentmaybedirectorindirect.MaydealdirectlywiththeServiceProvider/Owner,usuallyinthecontextofaServiceLevelAgreement,OperatingLevelAgreement,oranUnderpinningContract.InregardstotheServiceCatalog,theCustomersarethecollectiveserviceowners.TheServiceCatalogprovidesameansfortheServiceOwnertopublishservice-relatedinformation.UsersmakeuseoftheServiceCatalogtoselectServices,Servicefeatures,estimatecosts,andunderstandITServicerelationships.
6.5CITOStaff
Responsibilities ● ApprovechangestotheServiceCatalogasrequestedbytheServiceCatalogManager
● ApprovechangestotheServiceCatalogProcessasrequestedbytheServiceCatalogProcessOwner
7.ServiceCatalogHighLevelProcessFlow
ITSMProcessDescription–ServiceCatalogManagementPage10
7.1ServiceCatalogHighLevelProcessDescriptions
Activity Description
1.0ServiceCatalogReview
RecurringperiodicreviewsareusedtoassureServiceCatalogaccuracyandalignmentwithcustomerserviceneeds.ServiceCatalogProcessKPIsareusedtomeasureprogressagainsttheCSFs.
2.0ServiceCatalogMaintenance
InputisfromtheperiodicServiceCatalogReviewsandqualityissuesreportedviatheIncidentManagementprocess.ThisprocessmaintainscurrentandaccurateinformationwithintheServiceCatalog.
3.0ObtainandPublishServiceInformation
TheinformationgatheredforaServiceCatalogentryconstitutesthepublicdeclarationoftheservicedefinitionandmanyimportantattributesoftheservice.FornewservicesthisinformationmaybeavailablefromtheServiceDesignPackage.ForexistingservicestheinformationmaybegatheredfromauthorizedsourcessuchastheServiceOwnerand/orthirdpartyServiceProvider.
8.ServiceCatalogReviewProcessFlowFigure1
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8.1ServiceCatalogReviewProcessActivityDescriptionsFigure1
1.1 ReviewKPIMetrics
Purpose MeasureprogresstowardachievingCriticalSuccessFactors
GuidingPrinciple ContinualServiceImprovementwillbeusedtoensurehighlevelofservice.
Inputs KPIMetricsandreports
ProcedureorWorkInstructionSteps
● Periodically(weekly,monthly,annually)reviewgeneratedreportsandmetrics● Identifyqualityissuesorareasofimprovement● Log/recordresults● ReportissueviaServiceCatalogMaintenanceProcess
Outputs Reviewsummary
Metric ● Metricsdeliveredontime
ITSMProcessDescription–ServiceCatalogManagementPage12
● Positivevs.negativeKPItrends
1.2 ReviewServiceTemplate
Purpose Digesttheresultsoftheapplicablereview
GuidingPrinciple Ataminimum,eachserviceintheServiceCatalogwillbereviewedannually
Inputs ServiceReviewTemplatesubmittedbyServiceOwner
ProcedureorWorkInstructionSteps
● Uponreceiptofservicereviewtemplate○ ServiceCatalogProcessOwner/Managerwillidentify
suggestedchanges● ReportissueviaServiceCatalogMaintenanceProcess
Outputs ReviewSummary
Metric Numberofservicereviewscompletedontime
D.1.1 QualityIssueorUpdateRequired
Purpose BaseduponreviewoftheKPImetricsandtemplates,allqualityissueswillbeforwardedthroughtheServiceCatalogMaintenanceProcess.Stakeholderswillbekeptinformedannuallyorasneeded.
1.3 CommunicatewithStakeholders
Purpose Providetransparentcommunicationwithallstakeholders
GuidingPrinciple StakeholderswillbekeptinformedaboutchangestotheserviceswithintheServiceCatalogandprocessperformanceonnolessthananannualbasis
Inputs Reviewsummaries
ProcedureorWorkInstructionSteps
Provideexecutivesummarytostakeholdersasrequired
Outputs Executivesummary,Stakeholderupdates
ITSMProcessDescription–ServiceCatalogManagementPage13
Metric N/A
8.2ServiceCatalogReviewProcessRACIMatrixFigure1
Activity
SCProcessOwner/Manager
ServiceOwner/Provider
ServiceCustomer Stakeholder CITOStaff
1.1ReviewKPIMetrics
A,R C
1.2ReviewServiceTemplate
A,R C
D.1.1QualityIssueorUpdateRequiredDecision
A,R C
1.3CommunicatewithStakeholders
A,R C I I
ITSMProcessDescription–ServiceCatalogManagementPage14
9.ServiceCatalogMaintenanceProcessFlowFigure2
9.1ServiceCatalogMaintenanceProcessActivityDescriptionsFigure2
2.1 InvestigateReportedServiceCatalogIssue
Purpose InitialtroubleshootingandvalidationtodetermineifticketisrelatedtoServiceCatalog
GuidingPrinciple Incorrectlyassignedrequestswillbereassignedtocorrectdepartment.
Inputs ServiceCatalogMaintenanceRequest(SCMR).ThiswillcomeintheformofanincidentorchangerecordsubmittedthroughOIT’sITSMtool.
ProcedureorWorkInstructionSteps
● UponreceiptofSCMR○ ReviewreportedissuetodeterminerelevancetoService
Catalog○ Performinitialtroubleshootingtodetermineifissue
ITSMProcessDescription–ServiceCatalogManagementPage15
resideswithinServiceCatalog● UpdateSCMR
Outputs UpdatedSCMR
Metric NumberofSCMRsincorrectlyassigned
D.2.1 RequestValid?
Purpose DeterminewhetherservicecatalogmaintenanceissueresideswithintheServiceCatalogorasupportingservice.Ifissueresideswithinsupportingservice,requestwillbereassigned.
9.2ServiceCatalogMaintenanceProcessRACIMatrixFigure2
Activity
SCProcessOwner/Manager
ServiceOwner/Provider
ServiceCustomer Stakeholder CITOStaff
2.1InvestigateReportedServiceCatalogIssue
A/R C I I
D.2.1ValidSCMRDecision
A/R I I I
ITSMProcessDescription–ServiceCatalogManagementPage16
10.ObtainandPublishServiceInformationProcessFlowFigure3
10.1ObtainandPublishServiceInformationProcessActivityDescriptionsFigure3
3.1 Review,Investigate,VerifySCMR
Purpose Validaterequestforrelevance,accuracyandcompleteness
GuidingPrinciple AllchangestotheservicecatalogwillbereviewedbytheSCowner.AdditionalapprovalbytheCITOStaffwillbesoughtfornew/retiredservicesandnon-standardchanges.
ITSMProcessDescription–ServiceCatalogManagementPage17
Inputs IncidentorChangerequest
ProcedureorWorkInstructionSteps
● VerifySCMRiscomplete● Determinevalidity/relevanceofrequest
○ Ifrequired,coordinatecorrectionswithsubmitter● UpdaterequestinITSMtool
Outputs ValidatedSCMR
Metric ● Numberofrequestssubmitted● Numberrequestedrejected● Numberofrequestsaccepted● Numberofrequestsperservice
D.3.1 StandardChange
Purpose DeterminewhethertheSCMRmeetstherequirementsforastandardchange.
D.3.2 Approved
Purpose IfSCMRdoesnotmeettherequirementsforastandardchange,therequestmayneedapprovalfromtheCITOStaff.Ifnoapprovalisgiven,theSCMRisroutedbackthroughtheIncidentManagementprocesstodeterminenextsteps.
3.2 PublishDraft
Purpose ApplyvalidatedSCMRtotheServiceCataloginTestuntilapproved.
GuidingPrinciple TheServiceCatalogManagerisresponsibleforpostingServiceCatalogMaintenanceRequestrecordstotheServiceCatalogDatabase.ChangestotheServiceCatalogdatabasewillbeappliedinTestpendingapproval.
Inputs ValidatedSCMR
ProcedureorWorkInstructionSteps
● EnterorupdateallrelevantinformationinTest● Notifystakeholdersofchangesandsetreviewdeadline● UpdateSCMR
ITSMProcessDescription–ServiceCatalogManagementPage18
Outputs UpdatedServiceCatalogDatabaseintest,StakeholderNotification
Metric N/A
3.3 Verify,AuditProposedChanges
Purpose Obtainvalidation/approvalfromallstakeholderspriortoapplyingchangestoproduction
GuidingPrinciple TheServiceCatalogManagerisresponsibleforthetransparentreviewandapprovalofallchangestotheServiceCatalog
Inputs UpdatedServiceCatalogDatabaseintest
ProcedureorWorkInstructionSteps
● Stakeholderswillreviewchangesperareaofresponsibility○ ServiceCatalogDatabase○ HPSMcategories○ Roxenstyleguide○ Portfolio○ OtherareasmayincludeSLM,SCM
● RequiredcorrectionsaremadetoServiceCatalog● UpdateSCMR
Outputs UpdatedServiceCatalogDatabase,Stakeholdernotification
Metric ● Reviewscompletedwithindeadline
3.4 Publish&Verify
Purpose Finalizeallreleasedchanges
GuidingPrinciple OnlyreviewedandapprovedchangesaremovedtoProduction
Inputs StakeholderinputreviewedinTest
ProcedureorWorkInstructionSteps
● Uponreceiptofrequiredreviewsandapprovals○ MoveallchangesfromTesttoProduction○ VerifyChangesinProduction○ Notifystakeholders○ UpdateandcloseSCMR
ITSMProcessDescription–ServiceCatalogManagementPage19
Outputs UpdatedServiceCatalogDatabase
Metric ● NumberofSCMRsclosed
10.2ObtainandPublishServiceInformationProcessRACIMatrixFig.3
Activity
SCProcessOwner/Manager
ServiceOwner/Provider
ServiceCustomer Stakeholder CITOStaff
3.1Review,Investigate,VerifySCMR
A/R C I I I
3.2PublishDraft
A/R I I I I
3.3Verify,Auditproposedchanges
A R I R I
3.4Publish&Verify
A/R I I I I
D.3.1StandardChangeDecision
A/R I I I I
D.3.2ApprovedDecision
A/R I I I I
11.ServiceCatalogReviewActivities
ActivityResponsibilityfor
Production● ReviewServiceCatalogReviewquestionnaireforaccuracyand
relevancy.ConsultwithITSMProcessOwners.Editandreviseasneeded.
● Servicecatalogreviewquestionnairedistributedtoserviceowners,oneperservice.
● Foreachservice,answerstoServiceCatalogReviewquestionnairearegatheredbySCMfromserviceowners.
● Basedoninputfromserviceowners(andindirectlybusinesscustomersandusers)SCMcompilesandshareslistofactionitems,
SCMSCMServiceOwnersSCM
ITSMProcessDescription–ServiceCatalogManagementPage20
withtimelineforcompletion.● Implementupdates,includingservicestoberetired,consolidated
and/oradded.
SCMandserviceowners
12.ProcessPerformanceReportThissectiondescribestheServiceCatalogManagementreportsasrecommendedforOITmanagement.Onlyanoverviewofthereports,includingtheiruseandobjectiveisprovided.
12.1AnnualServiceCatalogReviewreportTheAnnualServiceCatalogReviewReportgeneratedfortheCITOstaff,ServiceProviders,andServiceOwners.ItprovidessummaryinformationresultingfromtheAnnualReview.IdentifieschangesandupdatesmadetotheServiceCatalog
ContentsResponsibilityfor
ProductionThisreportisaformaldocumentandissubjecttodocumentcontrol.Thefollowingstructureisrecommended:● SummarizedReviewofServiceCatalogManagementperformance
againstCSFs● ServiceCatalogManagementissuesrequiringSeniorManagementaction
withacrispdescriptionoftherequestedaction● SpecificCriticalSuccessFactorsincludedinthisreportareidentifiedin
theManagementReport/CriticalSuccessFactorMappingTable
ServiceCatalogManager
12.2ServiceCatalogProcessPerformanceReportThisreportdetailstheperformanceoftheServiceCatalogProcess.Itdetailsspecificperformancedataattheserviceindexlevel.ItprovidesinformationonthequalityandperformanceoftheServiceCatalogManagementprocessandidentifiesareasforimprovement.
ContentsResponsibilityfor
ProductionThisreportisaformaldocumentandissubjecttodocumentcontrol.Thefollowingstructureisrecommended:● ManagementSummary● KPIMetricData● AnalysisofKPIMetrics● SpecificCriticalSuccessFactorsincludedinthisreportareidentifiedin
theManagementReport/CriticalSuccessFactorMappingTable.
ServiceCatalogManagementProcessOwner
ITSMProcessDescription–ServiceCatalogManagementPage21
13.CriticalSuccessFactorsandKeyPerformanceIndicators PROGRESSINDICATORS TYPECSF/KPI PotentialSources Norms Calculation
IntervalQuaLitativeorQuaNititative
Value,Performance,QualityorCompliance
CSF#1Anaccurateservicecatalog.KPI1.1Increaseinnumberofservicesrecordedandmanagedwithintheservicecatalogasapercentageofthosebeingdeliveredandtransitionedintheliveenvironment.
1.1.1CountofallservicesrecordedinservicecatalogversuscountofallliveOITservices.
100%versus0% Yearly QuaNtitative Value
1.1.2Countofallservicesrecordedinservicecatalogversuscountoffunctions(listedasservices,butactuallyafunctionofaservice)intheservicecatalog.
100%versus0% Yearly QuaNtitative Value
KPI1.2Percentagereductioninthenumberofvariancesdetectedbetweentheinformationcontainedwithintheservicecatalogandthe'real-world'situation.
1.2.1ITSMtool,user/customerticketsthatareloggedorescalated,requestingorloggingupdatesmadetotheservicecatalog.
Lowerpercentageovertime
Weekly QuaNtitative Compliance,Performance
1.2.2Servicecatalogreviewbyserviceownersanswersthequestion,"Isthisserviceindexanaccurateportrayalofwhatishappeningintherealworldofthisservice?"
100%accuracyinservicecatalogversus0%listedbyserviceowners
Yearly QuaNtitative Compliance,Performance
CSF#2Student/staff/facultyawarenessoftheservicesbeingprovided.KPI2.1Percentageincreaseincompletenessofthecustomer-facingviewsoftheservicecatalogagainstoperationalservices.Clearseparationbetweencustomer-facingandsupportingservices.Completecustomer-facingserviceinformationistimely,credible,accurate,accessible,sustainable,andsupported.
2.1.1ITSMtool,user/customerticketsthatareloggedorescalated,requestingorloggingupdatesmadetotheservicecatalog.
Lowerpercentageovertime
Weekly QuaNtitative Performance
2.1.2Surveyofcustomer-facingservicecatalogusers/customers"Areyoufindingtheinformationineachandistheinformationappropriatelyseparated?"
Increasepercentageovertime
Yearly QuaLtitative Performance,Compliance
2.1.3Surveyofsupportingservicesusers/customers"Areyoufindingtheinformationineachandistheinformation
Increasepercentageovertime
Yearly QuaLtitative Performance,Compliance
ITSMProcessDescription–ServiceCatalogManagementPage22
appropriatelyseparated?"2.1.4Servicecatalogreviewbyserviceowners,answersthequestion,"Isthisservicecomplete?Ifnot,whatneedstohappentomakeitcomplete?"
100%completeservicecatalog
Yearly QuaLtitative Quality,Compliance
2.1.5Countofallcustomer-facingservicesversussupportingservices.
Confirmationthatallserviceslistedarecorrectlycategorizedbetweencustomer-facingandsupporting..
Yearly QuaNtitative Compliance
KPI2.2Percentagedecreaseinstudent/staff/facultyrequestsforcustomerfacingserviceinformation;showsincreaseinknowledgeofserviceslistedintheservicecatalog.
2.2.1ITSMtool,user/customerticketsthatareloggedorescalateddecrease.
Lowerpercentageovertime
Weekly QuaNtitative Value,Quality
2.2.2Surveyofservicecatalogusers"InthepastyearhaveyouusedtheOITservicecatalogtoaccessinformationregardinguniversityITservices?"
Greaterpercentageovertime
Yearly QuaNtitative Value,Quality
KPI2.3Increaseinstudent/staff/facultyaccesstoonlinecustomer-facingservicecatalog.
2.3.1ITSMtool,overalldecreaseinnumberofcallstoservicedesk;ofthosecallsadecreaseinticketswhereusershadaccessedtheservicecatalogpriortocalling.Addtoself-serviceticketandclosurenotification,"DidyouaccessanypartoftheOITservicecatalog(www.alaska.edu/oit/services)priortoplacingthiscallorsubmittingthisticket?"
0calls;0calls.Zero%,sothatiftherearefewercallsweknowthattheservicecatalogisgivingpeopletheanswerstheyneedandcallstotheHelpDeskarebeingavoided.
Weekly QuaNtitative Value,Quality,Compliance
2.3.2Increaseinnumberofwebhitsperindividualserviceindex
Greaterpercentageovertime
Weekly QuaNtitative Value,Quality,Compliance
2.3.3AddcustomersatisfactionsurveytoeachOITemployee'ssignatureblockintheiremail.Questionwouldinclude"DidyouaccessanypartoftheOITservicecatalog(www.alaska.edu/oit/services)priortoplacing
Greaterpercentageovertime
Weekly QuaLtitative Value,Quality
ITSMProcessDescription–ServiceCatalogManagementPage23
thiscallorsubmittingthisticket?"CSF#3OITpersonnelawarenessofthetechnologysupportingtheservices.KPI3.1PercentageincreaseincompletenessofsupportingservicesagainsttheITcomponentsthatmakeupthoseservices.
3.1.1ITSMtool;percentincreaseinnumberofsupportingserviceswithattachedlistingofITcomponentsthatmakeupeachsupportingservice.
Greaterpercentageovertime
Yearly QuaNtitative Value,Compliance
KPI3.2IncreaseinOITSupportCenterhavingaccesstoinformationtosupportallliveservices,measuredbythepercentageofincidentswiththeappropriateservice-relatedinformation.
3.2.1ITSMCherwelltool;doestheservicedefinitionhavetheappropriateservicecomponent-relatedinformation?*Tiedtoconfigurationmanagementsomaytakelongertoimplement
Greaterpercentageovertime
Yearly QuaLtitative Value,Compliance
GLOSSARY
PotentialSources Fromwhereistheinformationbeinggathered? Norms Asingletargetnumber,ortheupperandlowerlimitsforacceptableperformance.
CalculationInterval Howoftenistheinformationbeinggathered? QualitativeorQuantitative IsthemeasurementQualitativeorQuantitative?
V,Q,P,orC IsthisValue,Quality,PerformanceorCompliance Value Valueisgeneratedthroughexchangeofknowledge,information,goodsorservices.Iswhatweare
doingmakingadifference?
Quality Theabilityofaproduct,serviceorprocesstoprovidetheintendedvalue.Forexample,ahardwarecomponentcanbeconsideredtobeofhighqualityifitperformsasexpectedanddeliverstherequiredreliability.Processqualityalsorequiresanabilitytomonitoreffectivenessandefficiency,andtoimprovetheprocessifnecessary.Howwellarewedoingit?
Performance Ameasureofwhatisachievedordeliveredbyasystem,person,team,processorITservice.Howfastorslowarewedoingit?
Compliance Ensuringthatastandardorsetofguidelinesisfollowed,orthatproper,consistentaccountingorotherpracticesarebeingemployed.Arewedoingit?
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