By now, most organizations have various tools to manage their IT environment , from network fault monitoring to application performance management. Though the business service management concept of managing IT has been around for years , many are still struggling to put this into practice.
As a result, organizations are having challenges to put IT as business enablers and innovation center. Meanwhile, the IT management team are playing catching up with business dynamics, increasing cost, technology pace, security issues, and so on.
In this session, we will discuss the first set of steps towards building business service management.
2. Abstract
Sandy Sukarto
Tech2Result, Managing Director
By now, most organizations have various tools to manage their IT environment , from
network fault monitoring to application performance management. Though the business
service management concept of managing IT has been around for years , many are
still struggling to put this into practice.
As a result, organizations are having challenges to put IT as business enablers and
innovation center. Meanwhile, the IT management team are playing catching up with
business dynamics, increasing cost, technology pace, security issues, and so on.
In this session, we will discuss the first set of steps towards building business service
management.
3. Topics
Misconception
Why business service management?
First, get your house in order
Proving your point
Best practice
Q&A
9. Why Business Service Management?
Have come a long way from aligning IT to
business practice
Is customer-centric and business-focused
approach in managing IT, from strategy planning,
execution, and continuous improvement
Shift from “back office” to proactive and predictive
mentality
10. Why Business Service Management?
Improving experience with business
customers
Achieving cost efficiency yet being
effective in delivering results
11. First, Get Your House In Order
Understand the business of the organization and the role of IT
Identify critical business services that require good IT planning and
operation, i.e. contribution to overall organization strategy,
owners/sponsors, financial impact of flawless execution, etc.
Check back on IT readiness: Process, people, and tools
Discuss with business owners on how IT can now make impact, i.e.
Availability and response time for existing services; new business
initiative requiring close IT involvement
Identify any gaps to make the impact above
12. Proving Your Point
Create and agree with business owners on business service
catalog detailing KPIs as the basis for SLA and chargeback if
applicable to organization
Close any gaps identified earlier, e.g. Service planning process
based on business demand? “Bilingual” (business & IT speak) people
to go all the way? Tools for measuring success or failure?
Start with 1 or 2 highly critical services as learning and launch
pad towards the next step
Weighing benefit vs. cost, adjust your next steps accordingly
13. Best Practice
Embed into business processes, starting from service design, service transition, to
service operation
Review roles and responsibility of IT team and address any skill gaps
Agree on single source of truth, i.e. KPI calculation and prioritization, collection tool
and method, metric name and definition, key components to be monitored
Centralized collection of events happening in IT
Get configuration in place for resources to services
Automate data collection, problem escalation, and other processes as much as
possible to reduce cost associated with people and time
In preparing reports and dashboard, take account of your reader’s role and
responsibility