IT SERVICE CATALOG PROCESS MANAGEMENT TEMPLATES
AND
EXAMPLES WORKBOOK
The Service Catalog Planning, Implementation and Maintenance Guide Gerard Blokdijk, Claire Engle & Jackie Brewster
Notice of Rights: Copyright © The Art of Service. All rights reserved. No part of this book may be reproduced or transmitted in any form by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Notice of Liability: The information in this book is distributed on an “As Is” basis without warranty. While every precaution has been taken in the preparation of the book, neither the author nor the publisher shall have any liability to any person or entity with respect to any loss or damage caused or alleged to be caused directly or indirectly by the instructions contained in this book or by the products described in it. Trademarks: Many of the designations used by manufacturers and sellers to distinguish their products are claimed as trademarks. Where those designations appear in this book, and the publisher was aware of a trademark claim, the designations appear as requested by the owner of the trademark. All other product names and services identified throughout this book are used in editorial fashion only and for the benefit of such companies with no intention of infringement of the trademark. No such use, or the use of any trade name, is intended to convey endorsement or other affiliation with this book.
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The Service Catalog Management Guide
Table of Contents 1
INTRODUCTION ROADMAP....................................................................................................................... 5
2
PRESENTATION............................................................................................................................................ 9
3
SUPPORTING DOCUMENTS.................................................................................................................... 29
3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 3.10 3.11 3.12 3.13 3.14 3.15 3.16 3.17 4
POLICIES, OBJECTIVES & SCOPE ................................................................................................................ 31 OBJECTIVES AND GOALS ............................................................................................................................. 35 BUSINESS AND IT SERVICE MAPPING .......................................................................................................... 41 SERVICE CATALOG ....................................................................................................................................... 55 SERVICE CATALOG 1 .................................................................................................................................... 66 SERVICE CATALOG 2 .................................................................................................................................... 88 PRICE LIST ................................................................................................................................................... 115 EXAMPLE SERVICE CATALOG .................................................................................................................... 119 SERVICE OPTIONS ....................................................................................................................................... 120 ROLES AND RESPONSIBILITIES ................................................................................................................ 126 SERVICE DESIGN: THE BIG PICTURE ....................................................................................................... 128 KEY LINKS, INPUTS AND OUTPUTS OF SERVICE DESIGN ....................................................................... 131 BUSINESS JUSTIFICATION ........................................................................................................................ 134 COMMUNICATION PLAN ............................................................................................................................ 140 BUSINESS IT FLYERS ................................................................................................................................ 148 EMAIL TEXT ............................................................................................................................................... 152 IMPLEMENTATION PLAN ............................................................................................................................ 157 FURTHER READING ................................................................................................................................ 167
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1
INTRODUCTION ROADMAP
Many organizations are looking to implement Service Catalog Management as a way to improve the structure and quality of the business. This document describes the contents of the Service Catalog Management Guide. The information found within the book is based on the ITIL Version 3 framework, specifically the Service Level Management and Service Catalog Management processes. The book is designed to answer a lot of the questions about Service Catalog Management and provide you with useful guides, templates and essential, but simple assessments. The supporting documents and assessments will help you identify the areas within your organization that require the most activity in terms of change and improvement. Presentations can be used to educate or be used as the basis for management presentations or when making business cases for Service Catalog Management implementation. The additional information will enable you to improve your organizations methodology knowledge base. This guide serves to act as a starting point. It will give you a clear path to travel. It is designed to be a valuable source of information and activities.
The Service Catalog Management Guide: Flows logically, Is scalable, Provides presentations, templates and documents, Saves you time.
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Step 1 Start by reviewing the PowerPoint presentations in the following order: 1. Service Catalog Management Intro Presentation.-This presentation gives an introduction to the book. 2. Service Catalog Management ITIL V3 - Presentation 2 provides a detailed and comprehensive overview of Service Catalog Management in the specialist areas of ITIL Version3 and in particular, within the Service Level Management and Service Catalog Management processes as part of the Service Design phase. These presentations will give you a good knowledge and understanding of all the terms, activities and concepts required within Service Catalog Management. They can also be used as the basis for management presentations or when making a formal business case for Service Catalog Management implementation. Make sure you pay close attention to the notes pages, as well as the slides, as references to further documents and resources are highlighted here.
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Step 2 If you did not look at the supporting documents and resources when prompted during the PowerPoint presentations, do this now. Below is an itemized list of the supporting documents and resources for easy reference. You can use these documents and resources within your own organization or as a template to help you in prepare your own bespoke documentation. Service Catalog Management ITIL V3: 1. Policies, Objectives & Scope 2. Objectives and Goals 3. Business and IT Service Mapping 4. Service Catalog 5. Service Catalog 1 6. Service Catalog 2 7. Price List 8. Example Service Catalog 9. Service Options 10. Roles and Responsibilities 11. Service Design: The Big Picture 12. Key Inputs and Outputs of Service Design 13. Business Justification Document 14. Communication Plan 15. Business IT Flyers 16. Example Email Text Alternatively, continue by working through the Implementation Plan with the focus on your organization. This will help you ascertain the Service Catalog Management maturity for your organization. You will able to identify gaps and areas of attention and/or improvement. The supporting documents and resources found within the book will help you fill these gaps by giving you a focused, practical and user-friendly approach to Service Catalog Management.
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2
PRESENTATION
Service Catalogue Management and ITIL V3
GOAL: To deploy releases into production and establish effective use of the service in order to deliver value to the customer and be able to handover to Service Operation.
There is a Policies, Objectives & Scope document on page 31.
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Service Design
Service Level Management
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Activities of Service Level Management Service Design
Continual Service Improvement
Determine Requirements
Monitor
Development
Delivery
Negotiate & Agree
Design & Plan Process
Improve
Report
Evaluate
Source: The Art of Service
Service Level Management (SLM) is a process that is found within two Service Lifecycle phases: Service Design and Continual Service Improvement.
Within Service Design, Service Level Management is concerned with: •
Designing and planning the SLM process and the Service Level Agreement (SLA) Structure.
•
Working with Service Catalog Management to design and produce the Service Catalog.
•
Determining the requirements of customers groups to produce Service Level Requirements (SLRs)
•
Negotiating and Agreeing upon the relevant Service Level targets with customers to produce Service Level Agreements
•
Negotiating and Agreeing upon the support elements required by the internal IT groups and External Suppliers to produce Operational Level Agreements (internal) and Underpinning Contracts (external).
Within Continual Service Improvement, Service Level Management is concerned with improving services and processes through constant: •
Monitoring
•
Reporting
•
Evaluating
•
Improving
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Terminology (1) Operational Level Agreement Service Level Agreement
Service Catalogue
Service Level Requirements
Underpinning Contract
A written agreement between a service provider and Customers), that documents agreed Service Levels for a Service is known as a Service Level Agreement (SLA).
A written statement of IT services, default levels and options is a Service Catalog.
A contract with an external supplier that supports the IT organization in their delivery of services is known as an Underpinning Contract (UC).
An Internal agreement which supports the IT organization in their delivery of services is an Operational Level Agreement (OLA).
A detailed recording of the Customer’s needs are Service Level Requirements.
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Terminology (2) Customers
Service Level Management Supplier Management UC
OLA
SLA
Internal
External
suppliers
suppliers
So what are the roles of OLA's and UC's? They are agreements with the internal IT departments and external suppliers on how they support the IT organisation in meeting the Service Level Agreements.
Use your own practical example here: I describe how McDonalds has the SLA stating that they will get your food to you within two minutes of your order, or it’s free. I discuss what needs to occur within that McDonalds restaurant itself in order for this to happen (OLA's), fries, burgers, drinks, cashiers etc. I then discuss what external suppliers need to do to support this (Underpinning Contracts), food supplies, consumables, maintenance, power, electricity, EFTPOS lines for point of sale etc.
Without any of these things, the SLA would be in danger of being breached.
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SLA Life Cycle • • • • • • •
Create Service Catalogue Discuss Service Level Requirements with customer Map against Service Catalogue Sign Service Level Agreement Ongoing (frequent) review of achievements Appendices (where appropriate) Review and renew SLA
There is more information on Business and IT Service Mapping on page 41.
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Service Design
Service Catalogue Management
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Service Catalogue Management GOAL: To ensure that a Service Catalogue is produced, maintained and contains accurate information on all operational services and those ready for deployment.
You can find more information on Objectives and Goals on page 35.
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Scope The scope of the Service Management process is to provide and maintain accurate information on all services that are being transitioned or have been transitioned to the live environment.
The Service Catalog Management activities should include:
Definition of the service Production and maintenance of an accurate Service Catalog Interfaces, dependencies and consistency between the Service Catalog and Service Portfolio Interfaces and dependencies between all services, and supporting components and Configuration Items (CI's) within the Service Catalog and the CMS
Examples of Service Catalogs and a Service Catalog template are available within this book:
Service Catalog – Page 55 Service Catalog 1 – Page 67 Service Catalog 2 – Page 89 Price List – Page 117
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Service Catalogue The Service Catalogue has two aspects:
Business Service Catalogue
Technical Service Catalogue
Business Service Catalog: contains details of all the IT service delivered to the customer, together with relationships to the business units and the business process that rely on the IT services. This is the customer view of the Service Catalog.
Technical Service Catalog: contains details of all the IT service delivered to the customer, together with relationships to the supporting services, shared services, components and Configuration Items necessary to support the provision of the service to the business. This should underpin the Business Service Catalog and not form part of the customer view.
An example of this type of Service Catalog, as described in ITIL V3, is available within this book:
Example Service Catalog – Page 121
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The Service Catalogue
© Crown Copyright 2007 Reproduced under license from OGC
Business Service Catalogue
Business Process 1
Business Process 2
Business Process 3
Service A
Service B
Service C
Service D
Support Services
Hardware
Software
Apps
Service E
Data
Technical Service Catalogue
This demonstrates the Business Service Catalog and Technical Service Catalogs and the different views they represent.
There is more information on Service Options on page 123.
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Key Activities
The key activities within the Service Catalog Management process should include: •
Agreeing and documenting a service definition with all relevant parties Interfacing with Service Portfolio Management to agree the contents of the Service Portfolio and Service Catalog
•
Producing and maintaining a Service Catalog and its contents, in conjunction with the Service Portfolio
•
Interfacing with the business and IT Service Continuity Management on the dependencies of business units and their business processes with the supporting IT services, contained within the Business Service Catalog
•
Interfacing with support teams, suppliers and Configuration Management on interfaces and dependencies between IT services and the supporting services, components and CI’s contained within the Technical Service Catalog
•
Interfacing with Business Relationship Management and Service Level Management to ensure that the information is aligned to the business and business process
Further information is available on the Roles and Responsibilities of Service Catalog Management and Service Level Management on page 129.
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Inputs & Outputs Input sources of information relevant to the Service Catalogue Management process
Output new services, changes to existing services or services being retired
Sources of information should include: •
Business information from the organization’s business and IT strategy, plans and financial plan, and information on their current and future requirements from the Service Portfolio
•
Business Impact Analysis, providing information on the impact, priority and risk associated with each service or changes to service requirements
•
Business requirements including details of any agreed, new or changed business requirements from the Service Portfolio
•
The Service Portfolio and CMS
•
Feedback from all other processes
The process outputs of SCM are: •
The documentation and agreements of a ‘definition of the service’
•
Updates to the Service Portfolio containing status of all services The Service Catalog should contain the details and current status of every live service provided by the service provider or service being transitioned into the live environment, together with the interfaces and dependencies.
You can find more information on Service Design The Big Picture on Page 131 and the Key Links, Inputs and Outputs of Service Design on Page 134.
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Information Management The key information is that contained within the Service Catalogue. The main input for this information comes from the Service Portfolio and the business via either the Business Relationship Management (BRM) or Service Level Management (SLM) processes. All information needs to be verified for accuracy and must be maintained using the Change Management process
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Value to the Business The Service Catalogue: • Provides a central source of information • Ensures all areas of the business can view an accurate, consistent picture of all IT services, their details and status • Contains customer-facing view of IT services in use, how they are intended to be used, business processes they enable and quality of service to be expected.
There is a Business Justification Document template available on page 137.
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CSF’s The Critical Success Factors (CFS’s) for the Service Catalogue Management process are: • An accurate Service Catalogue • Business user’s awareness of the services being provided • IT staff awarenes of the technology supporting the services
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KPI’s • # of services recorded and managed within the Service Catalogue as a % of those being delivered and transitioned in the live environment. • # of variances detected between the information contained within the Service Catalogue and the ‘real world’ situation. • Business users’ awareness of the services being provided, i.e. percentage increase in completeness of the Business Service Catalogue against operational services.
In addition, IT staff awareness of the technology supporting the services is another KPI.
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Challenges •
•
Maintaining accurate Service Catalogue as part of a Service Portfolio. Incorporating both the Business Service Catalogue and Technical Service Catalogue as part of the overall CMS and SKMS.
In order to achieve this, the culture of the organization needs to accept that the Catalogue and Portfolio are essential sources of information that everyone within the IT organization needs to use and help maintain.
A Communication Plan template is available on page 143 and some example Business IT Flyers can be found on page 153.
You can also find some example Email Text on page 158.
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Risks
The risks associated with the provision of an accurate Service Catalog are: •
Inaccuracy of the data in the catalog and it not being under rigorous Change control
•
Poor acceptance of the Service Catalog and its usage in all operational processes. The more active the catalog is, the more likely it is to be accurate in its content.
•
Inaccuracy of information received from the business, IT and the Service Portfolio, with regard to service information
•
The tools and resources required to maintain the information
•
Poor access to accurate Change Management information and processes
•
Poor access to and support of appropriate and up-to-date CMS and SKMS
•
Circumvention of the use of the Service Portfolio and Service Catalog
•
The information is either too detailed to maintain accurately or at too high a level to be of any value. It should be consistent with the level of details within the CMS and the SKMS.
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3
SUPPORTING DOCUMENTS
Through the documents, look for text surrounded by > these are indicators for you to create some specific text. Watch also for highlighted text which provides further guidance and instructions.
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3.1
Policies, Objectives & Scope
IT Services Policies, Objectives and Scope Process: Service Level Management
Status:
In draft Under Review Sent for Approval Approved Rejected
Version:
Release Date:
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Policies, Objectives and Scope for Service Level Management The document is not to be considered an extensive statement as its topics have to be generic enough to suit any reader for any organization. However, the reader will certainly be reminded of the key topics that have to be considered. Refer to the Implementation Plan document on page 163 for planning and implementation guidelines.
Policy Statement A course of action, guiding principle, or procedure considered expedient, prudent, or advantageous Use this text box to answer the “SENSE OF URGENCY” question regarding this process. Why is effort being put into this process? Not simply because someone thinks it’s a good idea. That won’t do. The reason has to be based in business benefits. You must be able to concisely document the reason behind starting or improving this process. Is it because of legal requirements or competitive advantage? Perhaps the business has suffered major problems or user satisfaction ratings are at the point where outsourcing is being considered. A policy statement any bigger than this text box, may be too lengthy to read, lose the intended audience with detail, not be clearly focused on answering the WHY question for this process.
The above Policy Statement was; Prepared by: On:
And accepted by: On:
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Objectives Statement Something worked toward or aimed for; a goal. Use this text box to answer the “WHERE ARE WE GOING” question regarding this process. What will be the end result of this process and how will we know when we have reached the end result? Will we know because we will establish a few key metrics or measurements or will it be a more subjective decision, based on instinct? A generic sample statement on the “objective” for Service Level Management is: The Service Level Management process aims to improve, while maintaining, IT Service delivery quality. Actions to achieve this include the requirement to conduct repetitive actions that include reporting, agreeing and monitoring. The process must review Service Achievements against customer expectations and take steps to improve or modify Service Delivery accordingly. Note the keywords in the statement. For the statement on Service Level Management they are “report, agree and monitor”. These are definite areas that we can set metrics for and therefore measure progress. An objective statement any bigger than this text box, may be too lengthy to read, lose the intended audience with detail, not be clearly focused on answering the WHERE question for this process.
The above Objective Statement was; Prepared by: On:
And accepted by: On:
Refer to the Objectives and Goals document on page 35 for detailed statement of process objectives/goals.
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Scope Statement The area covered by a given activity or subject Use this text box to answer the “WHAT” question regarding this process. What are the boundaries for this process? What does the information flow look like into this process and from this process to other processes and functional areas? A generic sample statement on the “scope” for Service Level Management is: Through the use of agreements written in the form of documents the SLM process will manage relationships between providers of IT services that are both external to the organization and internal to the organization. These external agreements shall be referred to as Underpinning contracts and the internal agreements will be called Operational Level Agreements.
An scope statement any bigger than this text box, may be too lengthy to read, lose the intended audience with detail, not be clearly focused on answering the WHAT question for this process.
The above Scope Statement was; Prepared by: On:
And accepted by: On:
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3.2
Objectives and Goals
IT Services Detailed Objectives/Goals Process: Service Level Management
Status:
In draft Under Review Sent for Approval Approved Rejected
Version:
Release Date:
Note: SEARCH AND REPLACE Search for any > as your input will be required Also review any yellow highlighted text
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Detailed Objectives/Goals for Service Level Management The document is not to be considered an extensive statement as its topics have to be generic enough to suit any reader for any organization. However, the reader will certainly be reminded of the key topics that have to be considered. The detailed objectives for Service Level Management should include the following salient points: Objective
After they have been agreed upon a specific objective for the process is to continue reporting metrics. This is an activity that is often forgotten over time or simply not done from the out-set.
Notes
Met/Exceeded/Shortfall ☺ Dates/names/role titles
Appoint/Recruit the SLM team and provide on-going awareness, education and training for staff involved with the process and communication to non-involved, but affected personnel. Setting schedules for reviews of Service Level Agreements and associated supporting documentation. Arranging the logistics of bringing the involved parties together (at intervals that are not considered to be a “nuisance” but will allow the process objective to be upheld. Monitor customer and end-user satisfaction levels. Monitor the marketplace for appropriate process tools and make recommendations. Design, manage and implement an awareness/communication plan appropriate for this process.
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Use these objectives to generate discussion about others that may be more appropriate to list than those provided. Failure to meet objectives (or when service breaches are detected) should trigger a process for improvement. Under the Service Level Management process, we refer to this as a Service Improvement Plan (SIP). Service Improvement Plan (SIP) Where an underlying difficulty has been identified that has lead to a degradation in service quality it is necessary for the Service Level Management process to start a Service Improvement Plan (SIP). The SIP must be drawn together with input from other processes (in particular Problem Management) so that the action steps in the SIP do in fact contribute to improvements and eradication of poor performance. Areas to address SIP Reference number
Owner
Comments/Examples
Time Frame/Notes/Who
Unique identifying number for the SLA (for inclusion in the Configuration Management Data Base – CMDB)
Functional role description of who is responsible for this SIP (who would participate in a review of this document). Representatives from customer and IT.
Service Name
Service Description (Business) (refer to Technical Considerations later in this table)
Preferably use a name that is common language in the organization (not a technical name).
Briefly describe the primary function of the service. Use language that is business user friendly.
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(e.g. instead of “NT Server, with 2Gb RAM and 500Gb of disk storage” – we would say “large central server designed for all customers to use and share information from”)
Service Breach(s) details (refer to Problem & Availability Management issues).
Problem Management details
The SIP will generally be based on broken SLAs. Use this section to briefly detail in generic terms why this SIP is required.
The SIP will be driven as a result of the need to improve degraded performance. It is likely that there have been continuing Problems that have led to the service degradation. From Problem Management we can gain a better understanding of the background to the SIP.
Availability Management details
After the SIP is instigated the end users and customers should expect a higher level of service availability than they have in the past. The SIP must directly address the issue of availability by reviewing the past, current and future availability metrics for this service.
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Service Security Considerations
SIP Validity period
SPECIFIC SIP ACTIONS
Briefly list any considerations regarding security considerations for this SIP.
Is there a life-span for this SIP; is the life of the SIP time based or driven by activities only?
This part of the SIP will outline actual steps to be taken to improve availability and eradicate poor performance. This section of the SIP can be run as a Project if large enough, or as a simple list of action items, responsible person and timeframe. Action items will centre on discussions, negotiations, communications, documentation (new and updates to existing), testing, reviews, training/education and reworking current procedures and work practices. (Note: don’t forget to track changes and ensure the Configuration Management database is updated).
Version Control Information
SIP Creation Date SIP Last Modify Date
Technical considerations
In this section you can describe any technical considerations that are
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essential to document. It is more likely however, that you will include here a link to the Service Catalog or Technical Specification.
Notes & Comments
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3.3
Business and IT Service Mapping
IT Services Business and IT Service Mapping Process: Service Level Management
Status:
In draft Under Review Sent for Approval Approved Rejected
Version:
Release Date:
Note: SEARCH AND REPLACE Search for any > as your input will be required Also review any yellow highlighted text
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Document Control Author Prepared by Document Source This document is located on the LAN under the path: I:/IT Services/Service Delivery/Business and IT Service Mapping/ Document Approval This document has been approved for use by the following: ♦
, IT Services Manager
♦
, IT Service Delivery Manager
♦
, National IT Help Desk Manager
Amendment History Issue
Date
Amendments
Completed By
Distribution List When this procedure is updated the following copyholders must be advised through email that an updated copy is available on the intranet site: Business Unit
Stakeholders
IT
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Introduction Purpose The purpose of this document is to provide IT departments with an understanding of how the IT Services provided map to the organization’s business processes. Scope This document describes the following: details of each Business Process and the corresponding IT Service provided by the IT departments within the organization: description of business process description of service business contacts service contacts Note: It is assumed for each Business Process and IT Service described in this document that the supporting back-end technology is already in place and operational. Audience This document is relevant to all staff in Ownership IT Services has ownership of this document in conjunction with nominated Business Representatives. Related Documentation The following documents may help you to complete or understand the purpose of this document: Relevant SLA and procedural documents Relevant IT Services Catalog Relevant Technical Specification documentation Relevant Functional Specification documentation Relevant User Guides and Procedures
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Executive Overview In the past organization’s IT Services functions have generally grown and developed into large complex environments. Unfortunately this growth has not always been as structured and pre-planned as it should have been. The result has been an IT department not having a very clear picture of all the services they currently provide, and with no accurate profile of the actual customers for each of these services. With increasing demands being placed on IT services and increasing reliance on IT systems, it has become imperative for the IT department to establish an accurate picture of the services it provides and to whom it provides them. This document describes an approach for mapping IT Services to the Business Process. That is, mapping what services are provided by IT to the business areas that use them.
Mapping Business Process and IT Service: An approach Most organizations now understand the benefits of having Information Technology (IT) throughout their structure. Few realize the potential of truly aligning the IT department’s objectives with the business objectives. However, more and more organizations are beginning to recognize IT as being a crucial delivery mechanism of services to their customers. When the IT services are so critical, steps must be in place to ensure that the IT group adds value and delivers consistently. In line with this concept, the first step in mapping IT Services to the needs of the business is to understand the organization. An organization starts with a Mission Statement. The Mission Statement for an organization defines its reason for being. Once we capture the Mission Statement, the next thing to look at is the Vision Statement. The Vision Statement defines where it is that the organization wants to go. By understanding where the organization wishes to position itself within its market space, then we can start looking at how its short term and long term objectives align with this. At this point we need to see the “objectives and strategy” of the organization. By having this information, IT departments are more likely to be aware of the pressing business issues and needs that may impact on the services that they provide. For example, the organization may have an objective of expanding its business into new markets within the next 12 months, requiring additional
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offices and staff. The direct impact on IT departments would be the successful planning of capacity of new IT Services, the successful planning of how to change our current services to meet the demands of the business, and being flexible enough to meet these demands. However, an objective is not sufficient enough to determine how IT departments should be delivering its services. The organization will meet these objectives by changing, enhancing or creating new business processes. For example, Administration staff may need additional resources, a new ordering package may be required, or perhaps a new billing process needs to be implemented to meet these objectives. Therefore, after capturing the organizational objectives, we need to understand how these map to current business process, if the current business processes are changing or if they are becoming obsolete and if there will be any new business processes. This is where the IT departments need to capture the Business Processes being used by the organization. Once the IT departments have a clear view of each of the business units involved in the business process, we need to capture the fact that the business processes need one or more IT services (e.g. CRM application, email, word processing, financial tools) to function. Each of these IT services runs on IT infrastructure. This is where IT departments now map the IT Services to those Business Processes listed above. With this information IT Departments will now be able to clearly see how their IT Infrastructure / IT Services supports the business. This allows IT to better deliver IT aligned Services to the organization. A simple model for this approach is illustrated below. • • •
What are the Objectives of the organization? What is its Mission and Vision? What Business Processes are in place or will be in place to meet these needs? What IT Services are needed or in place to service the Business Processes?
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Business Objectives
Business Processes
IT Services
Mission Statement A mission statement describes the reason for the organization’s being. Without an understanding of the mission statement of an organization, it becomes hard to define what it is that the organization is trying to achieve. In this section of the document capture the mission statement of the organization. It is important to show that the IT department is aware of the business.
Vision Statement In this section, document the Vision statement for the organization. Below is a text example of what may be included in this section. Listed below is the Vision Statement for : • • • • •
Quality Care Convenient Service Good Experiences Care at Competitive Prices Service You'll Recommend to Friends and Family
These are the major goals of the staff at . With over xxx services and xxx staff, we constantly strive to provide the highest-quality service throughout the xxxxxxxx. >>
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Business Process Summary The below table is an example of a Business Process Summary Table. Columns and Rows can be added as needed. A more detailed breakdown of each process name is provided in the following pages. > BUSINESS Process Name
Process Owner
Description
Department(s)
Parent Triggers Process
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Business Process A This section of the document should be repeated for each Business Process. Department Name of the department Process Name of the process, and official abbreviation, if any Process Owner Name of the Department head or person responsible for ensuring the effectiveness and efficiency of the process. Description Briefly explain the purpose of the business process. Parent Business Activity/Process Name of the parent business activity or process, if any Primary Product(s) List the primary product(s), and explain if necessary. Identify the customer for each primary product. Trigger(s) List the event(s) that trigger the process. (Triggers can be a calendar date, as well as an actual event.) Sub-processes If the process is subdivided, list the sub-processes here. Standard Path Events/Activities List the important activities and/or events that occur as part of the standard path for this process. If an activity or event occurs in a specific subprocess, identify the sub-process that includes the activity/event. Note any locations where an alternative path breaks off from the standard path.
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Alternative Path Events/Activities List the important activities and/or events that occur as part of the alternative path for this process, beginning with a note on where the alternative path breaks off from the standard path, and ending with a note on where the alternative path rejoins the standard path, if it does. If an activity or event occurs in a specific sub-process, identify the sub-process that includes the activity/event. Inputs List the inputs to the process, and explain if necessary. Identify the source of the input. If the input is specific to a sub-process, identify the subprocess. Secondary Products List the by-products, or minor outputs that result from the process. Identify the customer for each output. If the secondary product is specific to a subprocess, identify the sub-process. Participants List the participants (actors) in the process, and explain their function briefly. If the participant is active only in a specific sub-process, identify the sub-process. IT Services The following section provides a table for capturing those IT Services that help support the business process described in this section. > This table should be used on a landscape page layout. IT Service
Description
IT Service Owner
Hours of Availability
Contract
Service Level Agreements
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Business Process B Department Process Process Owner Description Parent Business Activity/Process Primary Product(s) Trigger(s) Sub-processes Standard Path Events/Activities Alternative Path Events/Activities Inputs Secondary Products Participants IT Services
IT Service Description
IT Service Hours of Owner Availability
Contract
Service Level Agreements
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Business Process and IT Service Summary This section provides a summary matrix table of the business processes and their corresponding IT Services. This is a comprehensive summary table designed to be tailored for your needs. If necessary add or remove rows and columns as needed. A simpler matrix may be just as effective for your needs. The table breaks down the IT Services and offers you the ability to capture the owner of the IT Service, the impact of the service on the business process and the agreed service hours. The impact is an arbitrary value that IT and the business need to agree upon. These values may be defined within the Service Catalog or the Service Level Agreements. The table also breaks down the Business Processes and offers you the ability to capture the department(s) that are involved in that particular business process, the business owner of the process, and the business rating. The Business Owner may be hard to define in an organization, in this instance there maybe a number of owners of the process which would generally be made up of the Department heads. The Business Rating is also an arbitrary value that the business needs to agree upon. In most instances each department will rate their business processes Critical or Very High. The easy way to determine the Business Rating of the process would be to ascertain if the business could still deliver its services if that business process was unavailable for a period of time.
Business Process A Department
Owner
Business Process B Business Rating
Department
Owner
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IT Services
Owner Service A
Impact Service Hours Owner
Service B
Impact Service Hours Owner
Service C
Impact Service Hours Owner
Service D
Impact Service Hours
Accounting
>
Very High
Admin
>
Very High 24 x 7 High Mon-Fri: 8am 6pm Medium Mon-Sat: 6am 6pm Low Mon-Fri: 6am 10pm
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Appendices List any appendices needed in conjunction with this document. Terminology IT Infrastructure: includes hardware, software, procedures, policies, documentation, etc.
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3.4
Service Catalog
IT Service Management Service Catalog
Prepared by:
Prepared for:
Date:
Special notes: E.g. Does the Service Catalog have a limited life span, if so, indicate that here.
Search for any instance of > as your input will be required.
Version number
Owner
Location
Date
Executive Overview Page 55
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In the past organization’s IT Services have generally grown and developed into large complex environments. Unfortunately this growth has not always been as structured and pre-planned as it needs to be. This has resulted in the IT department not having a very clear picture of all the services they currently provide with no accurate profile of the actual customers for each of these services. Therefore it has become imperative for the IT department to establish an accurate picture of the services it provides. This can be done through a comprehensive IT Service Catalog. The Service Catalog must be developed in conjunction with customers, who are better able to describe what they see as “services” than an IT person. If there is an asset register or configuration management database (a concept from the ITIL Configuration Management process) these are good sources of information. The Executive Overview should establish the reason for this documents existence and its benefit back to the business. The above words are generic and can be tailored to suit your organization.
Scope It is imperative to determine the scope of the document. What will be included in the document and why, and what will not be included in the document and why. It is also advisable to establish a common understanding of some of the terminology used throughout the document. For example, the scope section should determine the definition of a Service. The Service Catalog will list all of the IT services currently being provided to our organization. The Service Catalog will provide a summary of the service characteristics, and details of the users and those responsible for ongoing maintenance of each service. Restriction 1 Text description Restriction 2 Text description Restriction x Text description Assumption 1 Text description Assumption 2 Text description Assumption x Text description For the purpose of this document, a service will be defined as the following: One or more IT Systems which enable a business process
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Service Summary Sheet In this section list all Service and the customers that they apply to. This section of the Service Catalog indicates the names of the services that will be expanded in later sections and the end users of these services. This page/s is a useful check list to take to negotiations regarding service delivery, to determine if there are new services or others that should be renamed to more accurately reflect their purpose. Remember for each service listed here you need to duplicate the following section (section 5) that number of times.
Service
Accounts
Sales
Customers Marketing Legal
Production
Retail
SERVICE A Eg. Accounts System Eg. Email Eg. Intranet Eg. Internet Service x Service x Service x
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Service A Description In this section provide a detailed description of the Service being provided. This description should be easy to read and written in a non-technical manner. Customers In this section provide a list of customers that currently use this service. Options Option Type Gold Silver Bronze
Availability
Response
Capacity
Recovery Options
Service Times
Price List In this section you should list all charging and cost information that makes up this service.
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Dependencies & Contributors List all other services that may depend on this particular service. PLEASE NOTE THAT THE FOLLOWING TABLE CAN BE MODIFIED BY YOU OR PUT ONTO A SEPARATE PAGE/SECTION AND PUT INTO A LANDSCAPE VIEW FOR EASIER READABILITY. Dependant Service
Description
Impact on Service A
Service Level Agreement #
Operational Underpinning Level Contracts Agreement #
Dependant or contributor
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Functional Specification Include in this section any references to additional Functional Specifications for this service. This should be simple to read and understandable by non-IT literate people Technical Specification Include in this section any technical information that is pertinent to the Service. This section may point to additional documentation.
