Building towards business service management

TECH2RESULT

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.

Topics

Misconception

Why business service management?

First, get your house in order

Proving your point

Best practice

Q&A

Misconception

Network and system

monitoring tools are

sufficient to monitor

services delivered by IT

Misconception

Synthetic and real user

monitoring tell us all what

we need to know about

quality of services

Misconception

Business service

management is the same

as adopting ITSM – An

important matter of

orientation

Misconception

Business service

management is all about

putting dashboard only

Misconception

Adopting and

implementing business

service management

approach require multi-

year effort to produce a

tangible result

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

Why Business Service Management?

Improving experience with business

customers

Achieving cost efficiency yet being

effective in delivering results

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

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

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