1. IT Service Catalog:
Opening New Customer Channels
While Driving Service Improvements
Presented by:
Neil Weitz
ITSM Forum

4. Today’s Agenda
What is a Service Catalog
What it looks like and why
How it works
How we use it to drive service improvement
Questions

5. What is a Service Catalog?
A simple way for our customers to find, understand and
engage with IT services.
A tool for Service Owners to improve and optimize Services
A framework to build repeatability and predictability into
service delivery
In the most simple form:
– A paper or spreadsheet inventorying IT Services, listing Service
Levels and Service Owners
In the most sophisticated form:
– An online brochure or menu of IT Services with an automated
(actionable) request to fulfillment workflow application, linked to a
service analytics dashboard

6. Drivers of IT Service Catalog @ GSK
Improve service to customers
– Customers will be able to find, understand & engage Services faster
– Increased communications – fulfilment expectations in terms of SLA
are clearly communicated and managed
Manage with greater accountability for results
– Total transparency of performance
Reduce costs and gain a higher return on IT investment
– Drive process consolidation and service automation.
– Utilize Offshore factory models
– Improve Service Management by providing the tools and support ITIL
framework
Strategic Management of Human Capital
– Better understanding and tracking of service demand.
– Less effort expended on repetitive and administrative task
To plan and manage IT operations strategically
– Drive ALC management approach for Services.
– Provide consistent data on volume and cycle time, to measure
objectively and monitor in real time

7. End User Bus Mgmt IT Exec Service Owners
IT Service Catalog
• Portfolio of Services that
matches demand for IT
• Standardized service
definition, service levels, &
costs
• Automated & predictable
delivery
• Repeatable delivery
processes
• Processes aligned to ALC
• Focus on optimizing
resources, minimizing costs
• Demand-driven Capacity
• Transparency in Costs and
Service Level performance
Service Catalog Model
Workplace
Content
Services Applications Project
Retire
Optimis
e
OperateDeployTestBuildDesign
Requir
ement
IT Process Lifecycle
Infrastructure
Business Needs
IT Capability

8. What it looks like @ GSK

9. Two Distinct Channels
The Brochure
The Menu

10. The Brochure a.k.a. IT Services Community
The IT Services
Community acts like a
glossy brochure, helping
customers better
understand a service’s
offering.
Each IT service can
have it’s own community
which pulls information
from the Central Service
Request Catalog, and
the IT Services
Dashboard.
Service Owners maintain
those linkages using an
administration screen.

11. From Top Five Challenges For Enterprise IT Infrastructure Managers – And How To Resolve
Them, March 2005Navigation…
Three ways to navigate to a service –
1. By Skills & Resources lists services by the skills within that service. The
customer can choose to view information on the number of resources available
for that skill, or read a vendor’s case study.
2. By Application Lifecycle lists services by each phase in the Application Lifecyle.
3. A-Z List of Services

12. From Top Five Challenges For Enterprise IT Infrastructure Managers – And How To Resolve
Them, March 2005Service Detail
Customers are
presented with :
1. Service owner’s
name (from the
Central IT
Services
Dashboard)
2. A brief plain
English
description of the
service (from the
IT Services
Dashboard)
3. A list of service
requests (from
the IT Service
Request
Catalog)
4. Current SLA and
Performance
Data

13. The Menu a.k.a. GSK Service Catalog
The GSK Service
Catalog acts as a menu
offering various services
directly to end users in a
self service mode
Views are presented to
the end user based on a
combination of business
unit, location and role.
Only those services
applicable are displayed.
Where available, Service
Request forms are
presented in users
preferred language.

14. Placing and Processing Requests
GSK Service Catalog
Application is used to
place and process
service requests.
Over 400K requests
are processed per
year

15. How It Works @ GSK

16. GSK Service Catalog: Processing Requests
GSK Service Catalog Application at a Glance
Intake
via online forms
Approvals
collected
online
Workflow
Steps
-Route to
service
performers
Collect
Feedback
on
completion
Keep clients informed of status
- Proactively via email notifications
- On demand; Clients check status online
Monitor Requests / Service monitoring tools & Metrics
- Work-in-Progress
- Cycle time
- Customer satisfaction, plus more
Workflow:
(Service Catalog)
Monitoring:
(Service Catalog
Dashboard)
Com-
munication:

17. GSK Service Catalog Dashboard
Control Charts
Cycle time, volume, performance vs SLA, etc
Work in-Progress
Analysis of delays
Customer satisfaction, plus more …
Dashboard provides REAL TIME
performance monitoring. Minimizes
effort for gathering baseline data for Six
Sigma process improvement efforts

18. What we mean by Service
Improvement -- What we DID !
Ran an improvement program that resulted in 79%
reduction in request to fulfillment time from 326 days to
68 days for top 9 IT service requests.
Across all IT Services, Improved Request to Fulfillment
by 43% from 90% completed within 12.6 days to 90%
completed within 9 days….
– Benefit: 370K days cycle time saved
Greater than 86% of all IT requests are fulfilled in 5
days or less
77% of end-user requests fulfilled in less than 1 day

19. How we drive Service
Improvement

20. Keys for Driving Improvement
The Right Catalog Content
Visibility & Accountability
Improvement Strategies

21. Catalog Content
Service Offerings
Single process per offering
– Don’t combine items with different processes
– Don’t combine items with different cycle time ranges
– Offer a “suite” of service requests, rather than a complex
combined service
– Define from client point-of-view
Distill the standard services
– Make easy-to-engage
– Separate the ‘custom’ processes
Complex suite of offerings: Use ‘wizards’ to help clients arrive at the
right service

22. Visibility is Key for Improving Service
Management
Visibility of Performance
Visible services portfolio and service performance are now a way-of-
working for IT service requests
Make Service owners aware that Service Request performance is highly
visible now that services are in the GSK Service Catalog
– Now visible  now more chance for accountability
– All services measured on common measures and scales
– Top (and bottom) performers reviewed monthly at Upper
Management Team
– All services required to collect customer feedback (same rating
scale and questions)

23. Accountability: Key Measures
Key areas for scrutiny by IT Management
1. Cycle time from request to fulfillment
2. Performance versus SLA
3. Appropriate SLA’s (either high or low is
suspect)
4. Customer satisfaction

24. Additional performance visibility
Top Performers (vs SLA)
Bottom Performers (vs SLA)
• Calculated on past 60 days
of data.
• Recalculated nightly
• Must have 12 data points
Reviewed Monthly by Management Team

25. Request to Fulfillment:
Goal and Strategy
Goal:
Improve request to fulfillment for service requests
– Improve cycle time so 90% are delivered in 5 days or less
Strategies to achieve:
Improve cycle time for fulfillment by improving service management.
Setup common framework for measuring – GSK Service Catalog
Dashboard
Give service owners and their management understanding of how
to use the tools for monitoring service performance
Hold owners accountable – (now happening at all levels)
Drive process improvements – Zero-touch fulfillment, simplification

26. Driving Overall Service Performance
Use data-driven improvement initiatives to drive down cycle time for
Request to Fulfillment
Request IT - Completed Requests
Aug 2006
12057
828
408 208 138
478
10606
2501
540
88 41 341
85.41%
91.27%
94.16%
95.64%
96.61%
100.00%
0
2000
4000
6000
8000
10000
12000
14000
0-5 days 6-10 days 11-15 days 16-20 days 21-25 days 26+ days
business days
qtyofrequests
75%
80%
85%
90%
95%
100%
Completed
SLA
SLA %
1764 HW requests removed - not tracked end to end
Request IT - 90% Request to Fulfillment Time
0
5
10
15
20
25
30
01Nov05
01Dec05
01Jan06
01Feb06
01Mar06
01Apr06
01May06
01Jun06
01Jul06
01Aug06
01Sep06
01Oct06
01Nov06
01Dec06
Month
RequesttoFulfillmentTime(Days)
Red Amber - 100 Green - 115
Green - 130 Data Values (X) Xbar
UCLx
Progress toward 90% of all requests completed in 5 days or less

27. Improvement Strategies (Tactics?)
Zero Touch
Process improvement
– Approvals
– Flow
Drive toward “Standard” services vs “Custom”
service offerings

28. Zero Touch
The ‘Holy Grail’ of processes
Client fills online form
Fully automated fulfillment
– No approval
– No persons involved in fulfillment
Instant results
Examples:
• Account/access to applications/systems (db insert via web service)
• Admin changes: Change name on phone system (XML transaction)

29. Process Improvements
Remove Approvals: Approvals stop the process and
introduce unpredictable variation
– If few denials, convert to an ‘FYI’ notice instead
Give instruction on how to intervene & cancel for those rare
cases where needed
– Pre-approve as many standard options as possible
Remove rework
– Collect all info up front
– Straight-through flow, No loop-back

30. Standard Services vs Custom
Dramatic improvement is possible
Examples:
– PC orders in 3 days versus 30 days
– Servers in 5 days versus 106 days
– Identify solution in 1 min versus 30 days

31. What is the Secret?
Cheat – It is the only way !
– Already have the item in-stock, configured, and ready to deliver
Overcome the need for ‘perfect’ solution
– Analyze what most customers end up with
– Define solutions to satisfy 80% of the need
Drive customers to these ‘standard’ solutions
– Make simple to engage
– Pre-approved – No need to review/approve each. All meet
standards.
– Rapid delivery
If still need custom service, go to a separate ‘custom’ item
– Longer cycle time, approvals, consultations

32. Distill Standard Services
Custom Service Standard Service
Custom built solution – fully
meets all customer’s needs
Pre-built solutions – meet >80% of
customers’ needs
Lots of options Limited standard set of options
Lots of questions Few questions- drive users to pre-built
solutions
Cycle time =“depends…”
– Depends on options needed
– Depends on how long to sort out
requirements
– Depends on supplier cycle time
– Depends on resources needed
Cycle time is longer
Cycle time is predictable & short
Approval flow often required
and rules may vary,
depending on …
Pre-Approved – Standard Solutions
approved by all stakeholders in
advance

33. Summary of benefits
derived from the Service Catalog
Simplified access to key IT Services
Identified Portfolio of IT Services
Consolidated or eliminated duplicate or unneeded services
Standardized metrics by across services, allowed apples to apples
analysis of performance – reduced tampering
Enabled Service owners to take action to improve Service
performance
Improved customer communications, better setting and management
of expectations
Turned up the volume to the Voice of the Customer. Developed a
standard process for collecting and measuring feedback
Over $200k hard benefit in service consolidation and system
elimination Over 75% improvement in cycle time for IT Services

34. Questions

35. Thank you
for attending this session.
Please fill out an evaluation form.