IT Service Catalog Taxonomy Essentials
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IT Service Catalog Taxonomy Essentials
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Don Casson, CEO and Jeff Benedict, ITSM Practice Manager share best practices you can use to clearly define and communicate - who is the Customer and what are the Services? They also share how a service catalog taxonomy framework helps you organize and manage this as ONE team. You may download or playback the recording here: http://bit.ly/1BWnEkX #servicecatalog #servicenow #itsm
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IT Service Catalog Taxonomy Essentials
- 1. Service Taxonomy Essentials Who Are the Customers? What Are the Services?
- 2. 2 Speaker Bios DON CASSON, CEO, EVERGREEN SYSTEMS Don has led Evergreen Systems since its founding in 1997. Over the years he has spoken at conferences, authored white papers and been interviewed for numerous industry periodicals. Contact: dcasson@evergreensys.com JEFF BENEDICT, ITSM PRACTICE MANAGER, EVERGREEN SYSTEMS Jeff manages the ITSM practice at Evergreen and has worked with ITSM tools for 15+ years. Jeff is an active contributor to the Evergreen Blog and Twitter. (twitter.com/JeffSBenedict) Contact: jeff.benedict@evergreensys.com
- 3. 3 Today’s Agenda • About Evergreen • Who are the Customers…What are the Services? • Evergreen’s User-Centric Self-Service Portal / Catalog (built on ServiceNow) • Possible Next Steps / Q&A
- 4. • 80-person U.S. IT Consulting Firm • Worked with hundreds of Mid-Market, Fortune 1000 Companies and Public Sector Organizations • Full lifecycle firm with deep ITSM / ITIL transformation experience • One of Top 5 ServiceNow U.S. partners • Primary Focus – “Customer-Centric IT Service Management” 4 About Evergreen Systems Sample ClientsQuick Facts
- 5. What About the Customer? Evolving… IT’s Value Customer Experience 5
- 6. 6 IT Service Coordination Is Hard • A lot of complex, individual activities • Joined together • Delivered consistently • By many operating units
- 7. 7 What the Customer Expects beautiful simple complete predictive leading
- 8. 8 And To Add Just a Little More Complexity… Customer Experience Execution Effectiveness Governance & Accountability Design From the Customer In, Not IT Out Design Management Needs In From The Start Build for the Providers Too or It Will Not Work Customers ProvidersManagers
- 9. 9 The Good News • You are doing it today • We are not creating anything new • Whatever we can simplify and automate should be an improvement
- 10. 10 Who Is the Customer? • Everyone has customers • And those customers have customers • In IT we can have a variety of types of customers Consumer Network Technician Programmer Line of Business Managers
- 11. 11 What Are the Services? • Everyone offers services • Whatever we deliver as an outcome to a requester is a service • Our services can be part of another service CRM server CRM system training Sales call!
- 12. 12 What Makes Up a Service? Provide the customer enough information to make a self-service determination… • Name & description • Fit for my use • Who can request it • Cost • Quality • Delivery time • How to request it • Service owner
- 13. 13 Attributes of a Service Taxonomy Classification of things – often from general to specific Generally organizes things into groups Includes the principles underlying the classification Parts of a whole Parent - child relationship can be multi-parent A Service Taxonomy is the practice and science of classification of services
- 15. 15 Line of Business & Shared Services Taxonomy
- 16. 16 IT Services Taxonomy Labels are for the Customers Framework is for the Providers
- 17. 17 IT Services Taxonomy Labels are for the Customers Framework is for the Providers Services “hang” off Framework
- 18. 18 Organizing & Managing Customers Focus on IT’s customers Create a beautiful, basic Customer Service Portal Build Service Taxonomy v1.0 Focus on IT as the customer Consider a Shared Services “pilot” customer Extend Service Taxonomy & Customer Service Portal functionality Establish customer sat feedback mechanism Focus on Shared Services as the customer Consider Line of Business services “pilot” customer Extend Service Taxonomy & Customer Service Portal functionality
- 19. 19 Organizing & Managing Services Define initial Customer Portal services, requests, incident / help Focus on top 5 - 10 IT customers’ common needs, hand build services & publish in Catalog Set and publish SLA / OLAs for 1st services Draft Service Design Package v1.0 Populate Service Taxonomy with initial services Track services as CIs in CMDB – begin mapping services to apps, use a component approach, create basic service pricing approach Create Service Portfolio – Services Lifecycle Factory Put Demand Management w/ self-service portal into use, define Governance process, including Service Owners & Managers Create 2nd round of customer-facing IT services, 1st round internal IT services – publish in Catalog Automate / optimize 1st round of services, consider pilot for Shared Services Extend delivery management (SLA) & customer rating mechanisms Extend CMDB mapping downward, consider automated application mapping, refine and apply costing approach Define initial Shared Services customer offerings Create 3rd round customer IT services, 2nd round IT internal services, 1st round shared services – publish in Catalog Refine Service Portfolio process – consider extending into a full PPM management process Automate back-end service delivery for customer and IT internal – IT services Extend CMDB & Event Management into Service Health Monitoring solution
- 20. 3-Phase Customer-Centric Services Road Map Employee Self- Service Portal Service Catalog Fulfillment Automation Demand Build Manage Retire Services Taxonomy Services Health Services Lifecycle Factory CMDB Customer sees… IT sees… Costing 20
- 21. 21 Evergreen’s Employee Self-Service Portal / Catalog POWERED BY SERVICENOW
- 22. One-Day, Private Service Catalog Workshop $3,950 Demo our “Metro Style” End-User Portal yourself! Possible Next Steps? http://www.evergreensys.com 22 See how our graphical Service Taxonomy designer works
- 23. 23 • Questions? • Thank you for your time. Wrap-Up
Notas do Editor
- Good afternoon, and thanks for joining us! I am Don Casson, CEO of Evergreen and with me is Jeff Benedict who heads up Evergreen’s ITSM practice, and is a phenomenal solutions architect to boot.
- If you are new to our webinar series, welcome. If you are a past attendee thanks for joining us again. Our goal is to share valuable information & insights you can use in your planning and activities right now. The topic we will explore today is, “Who are the customers, what are the services?” Here is our agenda- After a very little bit about Evergreen, we will dive into our topic today – which sounds simple enough, but there is quite a lot going on here under the covers. Beyond that we will briefly demonstrate our always evolving view of a very advanced, self-service experience, built on ServiceNow. Then we will answer some questions if you have any. At any time during the webinar you may submit a question using the Q&A function.
- Evergreen is a US based consulting firm and we have worked with hundreds of mid market, Fortune 1000 companies and public sector organizations to improve their IT Service Management execution. We are a full lifecycle firm, or in the words of one customer, “you have both process and technology in one company.” We are one of the top 5 US ServiceNow partners and have over a decade of domain experience in each area of the ServiceNow portfolio, but we view all of this from a perspective of customer centric IT Service Mgmt.
- AT Evergreen WE THINK CONVENTIONAL ITSM WISDOM IS WRONG ITSM has been done the same old way for the past decade – incident, problem, change and a little knowledge. At the end of it, we may be running a little better – but so what? What about the customer? Are we making a difference for them? Are we delivering them any more value? Or are we waiting to phase 2 or 3 to even think about them. This old model is broken. If you are considering moving to ServiceNow, or any other platform for that matter – demand more! You need to start with the customer in Phase 1. You absolutely CAN deliver a big customer experience improvement in Phase 1. One the customers and the CIO will notice. And if you are already a couple of years into your latest ITSM journey – even more importantly - NOW is the time. For the past two years at Evergreen we have been working very hard on exactly this – focusing from the customer in, not IT out – with IT and the customer evolving together from the start. Let me share a short story. Late November 2014 we were contacted by a prospective new client who had been using ServiceNow for two years with little to show for it. She wanted to dramatically change her employee’s IT experience by year end. On New Year’s eve she went live with a beautiful, new Employee Self-Service Portal, and told us it was the most impactful IT project of the year. She should know, she’s the CIO.
- On to our topic today. Let’s start with the challenge. It is very hard to coordinate services across the IT organization from request to outcome. Each Silo has hundreds of tools and processes refined over years to manage and deliver their specific outcomes. The work itself is often very complex and substantially undocumented, and tribal knowledge plays a significant role in getting the work done. Each Silo is the same in nature – but the tools, processes and knowledge are unique – silo to silo. Layer on top of that a potentially complex organizational structure with lines of authority that can sometimes overlap.
- IT is hard, but your customers really don’t care about that. It’s not that they are unfeeling – as customers they aren’t supposed to care – you are the seller and they are the buyer. What do they want? They want an experience that is simple, beautiful, complete, predictive and leading. And they want that complete end to end experience to be excellent and delivered on or before you promised – every time.
- So what does it take to deliver a complete, great service experience, consistently? Doing so involves three constituencies - the Customer, the Providers and the Managers. All must be involved and have their needs met to create any truly viable service. The customer wants an excellent Customer Experience, and to deliver that we must think like the customer & design from the customer in, not IT out – or they will reject it. The Provider wants Execution Effectiveness and if we don’t build in a way that it makes them more efficient & effective – then they won’t support the change with the customers and will work around the system. The Manager wants Governance and Accountability – without these we cannot deliver a service consistently, with high quality.
- There is some good news. Most importantly – you ARE delivering these end to end services to customers today. They may be complex, manual and difficult to measure and manage, but you are doing it – in the hardest way possible. Next – we are not creating anything new, to add to your workload – it is work you are already doing. Because of poor process and limited workflow and automation – for most organizations, the people ARE the process. The people ARE the workflow. If we follow the 80/20 principle – and in most cases it applies – then 5 to10 high volume, repetitive tasks make up 80% of your effort. These are our focus for simplification, automation & elimination – they are quite literally NOT WORTH your brainpower. Then you can focus on what is worth it – the challenging, complex problems where you do have to think.
- Remember this key phrase. “Everyone has Services, everyone has Customers.” The outcomes you deliver, over and over, are services. The people asking for them are your customer. As you go down the services rather than silos path it can get confusing, and as simple as this sounds – the two questions that are the title of this webinar can be very clarifying. Who is the customer? and What is the service? And they can spin off corollary questions that help you like “would the customer care about this?” and “is this service exactly what they want?” Customers beget other customers. Consider the notion of a mobile app for an end customer. In this example, a network technician is providing connectivity as a service, and his customer is the developer who is creating the application. The developer creates the application as a service for her customer who is the Line of business, and the line of business employees provide the application as a part of their overall service delivery to their customer.
- Here is another example where services are combined to deliver a complex service. Here we see a server administrator performing the service of installing a server in support of a CRM application, for his customer, the CRM application owner. The CRM application owner in turn provides the CRM system as a service to one of their customers - the training department. They use the system in combination with an instructor and other components to deliver the service “sales training” to their customer, the sales team. Then Dwight Schroot, a salesperson, combines all these elements to provide the service “a sales call” to his customer.
- This is an example of an IT service for the Line of Business. The services that Finance provides using this include things like collecting cash thru accounts receivable, buying good and services and paying accounts payable. Let’s dig a little deeper into what makes a good Service. Let’s say I am the customer. Here we have an IT service we call SAP financials – which includes the financial software from SAP. We have a description of the core functionality offered so I can decide if that is what I am looking for – perhaps there are different user roles who see different functionality – for example, from lightweight to heavy duty use. I can see that James Vittolo is the service owner if I need to contact someone about it, and I can see that it is rated 4 out of 5 stars for quality. I can also click on the “request this service” button on the upper right hand side if I decide I want it. A good service design goal is to provide a simple but complete description of the service and its attributes, to the point where a the customer can make a self-service determination.
- You can see how the layering of services and customers can quickly give rise to a large number of services and combinations of services. As the providers, you can also see how it is very easy to get lost in the volume. This is where a Service Taxonomy can help us and our customers. A Service Taxonomy is a logical, repeatable way to classify the services we offer, as well as the ones we might want to offer. The taxonomy of homo sapiens here is a pretty good type of taxonomy model for IT Services – the classification goes from very broad to specific, from millions to few. The 140 year old Dewey decimal system is a good taxonomy example as well, in use at over 200,000 libraries today. Could you imagine trying to find a book or manage a library without it? So a taxonomy is a logical and extensible way of classifying things. Most taxonomies organize things into logical categories, groups, and even sub groups as the classification gets more and more specific. Taxonomies don’t have to be hierarchical groups, they can be alphabetic listing of things as well. The best type of taxonomy for you is the type that is most useful in creating and managing the services you want to offer. It is very helpful if the taxonomy “includes” or carries with it the principles of classification in the framework itself. One common way to do this is to use self defining terms – ie – a term generally understood to be the same thing by a high percentage of the target customer for that group of services. For example, the term “high power desktop computer” is more self defining than “compute hardware 64 bit Linux OS v5.”
- At the highest level the framework should capture the broadest view of what you see as potentially within the scope of your effort. Of course the taxonomy can be grown or shrunk later – it is never locked down. But it is easier to start with a broad view as there is no downside to it. You don’t have to use all of it right away, and you will minimize any re-classification efforts downstream that could come from changing the taxonomy. The parts of a taxonomy are meant to be parts of a whole. Here is a simple example of a broad framework covering Line of business services, shared services, and two types of IT service categories.
- Here we are looking one level deeper in Line of Business which generically could include sales and marketing, R&D, Production, Professional services and Finance, for example. In practice – your line of business services will be more specific, according to the industry you are in. Shared Services tend to be more common in nature across industries and often include facilities, communications, travel, procurement, HR and so on.
- As mentioned, we break IT services into two groups – customer facing and internal IT. You don’t have to follow this convention, but these are often mixed together – which can confuse everyone. Here you also see one of our service taxonomy principles – that “the taxonomy labels are for the customer, and the framework is for the providers.” A service can be presented to a customer many different ways. It may be in a “what’s new” flashing icon, or in a list of “people who like this also like this” services. It isn’t just found by drilling down the taxonomy. But any section of a taxonomy is targeted at a particular customer set – and since we want to think like the customer, then the labels in that section should be in the customer’s language – not the provider’s. Beyond that –the labels in the taxonomy will certainly be visible a number of different places – so they have to make sense to the customer. If you look at the 2 categories above – you can see the difference in the labels for the two groups. What do we mean when we say the framework is for the providers? It is the way the providers can understand the breadth and depth of services, and combinations of services offered. If you have 300 services – could you really understand a numbered or alphabetical list of them? It would be too hard. What about combinations to yield a complex service? It would be impossible. So the framework is for the providers – to help understand the services and combinations offered logically – to avoid creating redundant services, to better combine existing services, and to ensure that services are aligned with the right customer.
- Lets look at extending the taxonomy in the area of Mobile Services – we can see how the labels are customer friendly – common sense terms for that target customer. And at the edge of the taxonomy, we can see that services we might offer – like mobile bundles of basic, medium, or advanced; or service activities like add, update or remove – hang right off of the framework. At this detail level there is another key benefit for the provider. We can better “see” what services we might be missing in one area, by visually comparing it to another area, and we can also see how one service might connect to another.
- Here are some best practices for organizing and managing customers. These go hand in hand with best practices for organizing and managing services, the next slide. I have broken these into three phases to help show logical progression and evolution. In the first phase, we are setting a foundation for customer interaction with a beautiful, basic Customer Service Portal. This becomes the heart of interaction between providers and customers. We also define our 1st version of our service taxonomy – at a high level for areas not used yet & a deeper level for the usual starting place – IT’s external customers. Phase 2 sees our primary focus on bringing IT itself into the customer portal. Here we are asking what are the services? And the answer is the kinds of services knowledgeable IT workers would consume. Knowing that, we can then ask who are the customers? And the answer is the employees of IT AND any other IT centric employees in another group – like a systems developer in a line of business. That is a nice example of how those questions can help. Phase 2 may also see us beginning to focus on Shared Services as a customer – perhaps with a pilot activity. Then Phase 3 can see Shared Services being brought on as a full fledged customer, and the possibility of piloting services for the Line of Business customer.
- The density of this slide violates all presentation principles, but I built it to serve as a sort of 1 slide checklist or guide for organizing & managing services. I’ll hit the highlights. Phase 1 focuses on creating initial services for our portal – to give our customers some value but also to get IT working in a customer services mindset rather than a siloed technical mindset. These services are individually, hand built and are kept to a small number because we haven’t put in place our process for building & managing services in a factory like manner. An analogy is that of an automaker building a half dozen prototypes of a new model, before going into full production. Here we also create and use our Service Design Package v1.0, so that at least our hand built services have design consistency. Phase 2 is the big foundation phase – here we put in place our Services Portfolio, or “Service Factory” for the lifecycle management of services – from idea to design & build to production to changes to retirement. Here as in every phase we improve existing services and add new ones. As part of our factory we also put in place governance and management as well as the roles and responsibilities needed to run well. Worth noting – phase 2 is where we get serious about service costing and using the CBDM to identify the full service. Phase 3 is where we deliver true production volume of services and focus intently on simplifying and automating existing services. The other major phase 3 target is to put robust service health monitoring in place– integrating the CMDB and event management.
- Here is another simple way to see the 3 phases in a generic, Customer Centric Services Roadmap. We have classified the phases by color with Blue being Phase 1, Orange Phase 2 and Purple Phase 3. If you look at the blue line down the middle, above the line is what the customer sees or experiences. Below the line is what IT sees and delivers from a Service Portfolio perspective.
- If you found this interesting and wonder what might be a logical next step, here are a few options. If you are interested in our advanced Employee Self-Service Portal, it is available now as a self-service demo. You can get your own login on our website – follow the front page banner. If you are looking for a better way to organize and categorize services – you can access a short demo video of our Service Taxonomy Mind Map application on our website. Or perhaps you are considering a broader Service Catalog initiative but aren’t sure where to start. Evergreen offers a one day, private Service Catalog Workshop on your site for up to 15 attendees. It is designed to educate your team, uncover key business drivers & roadblocks, and create a common language and direction - to get your team on the same page. You can literally save months of effort in consensus building and get your program moving. We feel like it’s a real value at less than 4 thousand dollars, including travel.