ITSMProcessDescription–ServiceCatalogManagementPage1

ITSMProcessDescriptionOfficeofInformationTechnologyServiceCatalogManagement

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TableofContentsTableofContents1.Introduction2.ServiceCatalogManagementProcessGoalsandObjectives3.Scope4.Benefits5.KeyTermsandDefinitions6.RolesandResponsibilities

6.1ServiceCatalogManagementProcessOwner6.2ServiceCatalogManager6.3ServiceOwner6.4ServiceCatalogStakeholdersServiceCustomer6.5CITOStaff

7.ServiceCatalogHighLevelProcessFlow7.1ServiceCatalogHighLevelProcessDescriptions8.ServiceCatalogReviewProcessFlowFigure18.1ServiceCatalogReviewProcessActivityDescriptionsFigure18.2ServiceCatalogReviewProcessRACIMatrixFigure19.ServiceCatalogMaintenanceProcessFlowFigure29.1ServiceCatalogMaintenanceProcessActivityDescriptionsFigure29.2ServiceCatalogMaintenanceProcessRACIMatrixFigure210.ObtainandPublishServiceInformationProcessFlowFigure310.1ObtainandPublishServiceInformationProcessActivityDescriptionsFigure310.2ObtainandPublishServiceInformationProcessRACIMatrixFigure311.ServiceCatalogReviewActivities12.ProcessPerformanceReport

12.1AnnualServiceCatalogReviewreport12.2ServiceCatalogProcessPerformanceReport

13.CriticalSuccessFactorsandKeyPerformanceIndicators

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1.IntroductionThepurposeofthisdocumentistodescribetheOfficeofInformationTechnology’s(OIT)ServiceCatalogManagementProcess.

2.ServiceCatalogManagementProcessGoalsandObjectivesThegoaloftheServiceCatalogManagementProcessistoensurethattheServiceCatalogisproducedandmaintained,containingaccurateinformationonalloperationalservices.ToachievethisgoalOITaimstopursuethefollowingobjectives:

● ManagetheinformationcontainedwithintheServiceCatalog● EnsuretheServiceCatalogisaccurateandreflectsthecurrentdetails,status,interfacesand

dependenciesofallservicethatareavailable● Provideeffectiveinformationforcustomerengagementwiththeserviceprovider● ProvidealinktostandardServiceLevelAgreements

3.ScopeThescopeoftheServiceCatalogManagementProcessistoprovideandmaintainaccurateinformationonallservicesofferedbyOIT.Processes,externaltoServiceManagementProcess,whichadd,changeorremoveaservicewillprovidetherequestedchangesinatimelymanner.TheServiceCatalogManagementactivitieswillinclude:

● AcquiretheservicedefinitionandotherinformationabouttheservicefromtheServiceOwner● PublishServiceCatalogstandardsandcoordinateapprovalofstandards● ProductionandmaintenanceofanaccurateServiceCatalog

AllServiceCatalogManagementactivitiesshouldbeimplementedinfull,operatedasimplementedandmeasuredandimprovedasnecessary.

4.BenefitsThereareseveralbenefitsthatcanbeachievedfortheboththeServiceProvidersandthecustomersbyimplementinganeffectiveandefficientServiceCatalogManagementprocess.TheServiceCatalogManagementProjectTeamhasagreedthatthefollowingbenefitsareimportanttoOITandwillbeassessedthroughcontinuousprocessimprovementthroughouttheServiceCatalogManagementprocesslifecycle:

● ITServicesareclearlydescribedtocustomersandserviceengagementmethodsaredetailedforcustomers

● Providesareliableinformationchannelwithcustomers,relievingITsupportpersonnelfromadhocinformationrequests

● Futureservicesarecommunicatedinonecentrallocationusingonemedium● ITservicedetailsaremaintainedinonecentrallocation

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● Whenlinkedtorequestfulfillment,theServiceCatalogcanbeaportalforcustomerservicerequestsfororderableservices

● Reinforcestheserviceculture

5.KeyTermsandDefinitionsBusinessUnit:AsegmentoftheBusinesswhichhasitsownplans,metrics,incomeandcosts.EachBusinessUnitownsAssetsandusesthesetocreatevalueforCustomersintheformofgoodsandServices.Customer:SomeonewhobuysgoodsorServices.TheCustomerofanITServiceprovider,usuallyfromtheBusinessUnit,isthepersonorgroupwhodefinesandagreestheserviceleveltargets.User:SomeonewhousestheITserviceonaday-to-daybasis.Sometimesinformallyreferredtoasthecustomer.FunctionalUnit:Ateamorgroupofpeopleandthetoolstheyusetocarryoutoneofmoreprocessesoractivities;forexample,theServiceDesk.ITService:AServiceisameansofdeliveringvaluetoCustomersbyfacilitatingoutcomesCustomerswanttoachievewithouttheownershipofspecificcostsandrisks.AnITServiceusesInformationTechnologytosupporttheCustomer’sbusinessprocesses.ServiceOwner:Isaccountablefortheavailability,performance,quality,andcostofoneormoreservices.DealsdirectlywiththeServiceCustomerorproxy,usuallyinthecontextofaServiceLevelAgreement,OperatingLevelAgreement,oranUnderpinningContract.UsestheServiceCatalogtosetUserandServiceCustomerexpectations.ServiceOwnerisresponsibleforday-to-dayoperationoftheservice.CustomerFacingService:ITservicesthatareseenbythecustomer.Thesearetypicallyservicesthatsupportthecustomer'sbusinessunits/businessprocesses,directlyfacilitatingthecustomer'sdesiredoutcome(s).SupportingService:ITservicesthatsupportor'underpin'thecustomer-facingservices.Thesearetypicallyinvisibletothecustomer,butessentialtothedeliveryofcustomerfacingITservices.

CoreService:Aservicethatdeliversthebasicoutcomesdesiredbyoneormorecustomers.Acoreserviceprovidesaspecificlevelofutilityandwarranty.Customersmaybeofferedachoiceofutilityandwarrantythroughoneormoreserviceoptions.

EnhancingService:Aservicethatisaddedtoacoreservicetomakeitmoreattractiveto thecustomer.Enhancingservicesarenotessentialtothedeliveryofacoreservicebutare usedtoencouragecustomerstousethecoreservicesortodifferentiatetheservice providerfromitscompetitors.

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EnablingService:Aservicethatisneededinordertodeliveracoreservice.Enablingservicesmayormaynotbevisibletothecustomer,buttheyarenotofferedtocustomersintheirownright.

Component:Ageneraltermthatisusedtomeanonepartofsomethingmorecomplex.For example,acomputersystemmaybeacomponentofanITservice;anapplicationmaybea componentofareleaseunit.Componentsthatneedtobemanagedshouldbeconfiguration items.

Function:Ateamorgroupofpeopleandthetoolsorotherresourcestheyusetocarryoutoneormoreprocessesoractivities–forexample,theservicedesk.OperationalLevelAgreement(OLA):AnAgreementbetweenanITServiceproviderandanotherpartofthesameorganization.AnOLAsupportstheITServiceprovider’sdeliveryofITServicestoCustomers.TheOLAdefinesthegoodsorServicestobeprovidedandtheresponsibilitiesofbothparties.ServiceCatalog:TheServiceCatalogisadatabaseorstructureddocumentwithinformationaboutallLiveITServicesincludingthoseavailableforDeployment.TheServiceCatalogistheonlypartoftheServicePortfoliopublishedtoCustomersandisusedtosupportthesaleanddeliveryofITServices.TheServiceCatalogincludesinformationaboutdeliverables,prices,contactpoints,orderingandrequestprocesses.TheServiceCatalogcontainsinformationabouttwotypesofITService:Customer-facingservicesthatarevisibletothebusiness;andsupportingservicesrequiredbytheserviceprovidertodelivercustomer-facingservices.ServiceCatalogMaintenanceRequest(SCMR):Generictermforamaintenancerequest.ThismaybeintheformofanIncidentRecordorRequestforChange.RequestswillcomethroughtheIncidentManagementorChangeManagementprocesses.ServiceLevel:AServiceLevelisameasuredandreportedachievementagainstoneormoreServiceLevelTargets.ThetermServiceLevelissometimesusedinformallytomeanserviceleveltarget.ServiceLevelAgreement(SLA):ASLAisanagreementbetweenanITServiceProviderandaCustomer.TheSLAdescribestheITservice,documentsserviceleveltargets,andspecifiestheresponsibilitiesoftheITServiceproviderandtheCustomer.AsingleSLAmaycovermultipleITServicesormultipleCustomers.ServicePortfolio:ThisisthecompletesetofServicesthataremanagedbyaServiceProvider.TheServicePortfolioisusedtomanagetheentirelifecycleofallServicesandincludesthreecategories:ServicePipeline(proposedorinDevelopment),ServiceCatalog(LiveoravailableforDeployment),andRetiredServices.UnderpinningContract(UC):AcontractbetweenanITServiceProviderandaThirdParty.TheThirdPartyprovidesgoodsorServicesthatsupportdeliveryofanITServicetoaCustomer.TheUnderpinningContractdefinestargetsandresponsibilitiesthatarerequiredtomeetagreedServiceLevelTargetsinanSLA.

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6.RolesandResponsibilitiesArolereferstoasetofconnectedbehaviorsoractionsthatareperformedbyaperson,teamorgroupinaspecificcontext.Processrolesaredefinedbythesetofresponsibilities,activitiesandauthoritiesgrantedtothedesignatedperson,teamorgroup.Someprocessrolesmaybefull-timejobswhileothersareaportionofajob.Onepersonorteammayhavemultiplerolesacrossmultipleprocesses.Cautionisgiventocombiningrolesforaperson,teamorgroupwhereseparationofdutiesisrequired.Forexample,thereisaconflictofinterestwhenasoftwaredeveloperisalsotheindependenttesterforhisorherownwork.Regardlessofthescope,roleresponsibilitiesshouldbeagreedbylinemanagementandincorporatedintoexistingjobdescriptionsand/orincludedinyearlyobjectives.Oncerolesareassignedtheassigneesmustbeempoweredtoexecutetheroleactivitiesandgiventheappropriateauthorityforholdingotherpeopleaccountable.Allrolesanddesignatedperson(s),team(s),orgroup(s)shouldbeclearlycommunicatedacrosstheorganization.Thisshouldencourageorimprovecollaborationandcooperationforcross-functionalprocessactivities.

6.1ServiceCatalogManagementProcessOwnerProfile

Thepersonfulfillingthisroleisresponsibleforensuringthattheprocessisbeingperformedaccordingtotheagreedanddocumentedprocessandismeetingtheaimsoftheprocessdefinition.TherewillbeoneServiceCatalogManagementProcessOwner.

Responsibilities

● Facilitatetheprocessdesign● Defineappropriatestandardstobeemployedthroughouttheprocess● DefineKeyPerformanceIndicators(KPIs)toevaluatetheeffectivenessand

efficiencyoftheprocessanddesignreportingspecification● Ensurethatqualityreportsareproduced,distributedandutilized● ReviewKPIsandtakeactionrequiredfollowingtheanalysis● Addressanyissueswiththerunningoftheprocess● Reviewopportunitiesforprocessenhancementsandforimprovingthe

efficiencyandeffectivenessoftheprocess● Ensurethatallrelevantstaffhavetherequiredtechnicalandbusiness

understanding;andprocessknowledge,trainingandunderstandingandareawareoftheirroleintheprocess

● Ensurethattheprocess,roles,responsibilitiesanddocumentationareregularlyreviewedandaudited

● Interfacewiththemanagement,ensuringthattheprocessreceivestheneededstaffresources

● Communicateprocessinformationorchangesasappropriatetoensureawareness

● Reviewintegrationissuesbetweenthevariousprocesses● Integratetheprocessintotheorganization

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● PromotetheServiceManagementvisiontotop-level/seniormanagement● Functionasapointofescalationwhenrequired● Ensurethatthereisoptimalfitbetweenpeople,process,technology/tool

andsteering● EnsurethattheServiceCatalogManagementprocessisfitforpurpose

Authority

● ToescalateanybreachesoftheServiceCatalogManagementProcesstohighermanagementlevels

● Totakeremedialactionasaresultofanyprocessnon-compliance● ToapproveproposedchangestotheServiceCatalogManagementProcess● Toinitiateresearchintochangingtooling;however,thetoolowneris

responsibleforthetoolandwillhavethefinalsay● ToorganizetrainingforITemployeesandnominatestafffortraining.● Toescalatetomanagementremedialtrainingneeds● TonegotiatewiththerelevantProcessOwnerifthereisaconflictbetween

processes● ToensurethattheServiceCatalogmeetsCustomerandServiceProvider

requirements

6.2ServiceCatalogManager

Profile

Performstheday-to-dayoperationalandmanagerialtasksdemandedbytheprocessactivities.

Responsibilities

● Documentandpublicizetheprocess● EnsurethattheServiceCatalogisavailable,accurate,andmeetsITService

ProviderandEndUserneeds● ObtainandverifyinformationtobeincludedintheServiceCatalogfromthe

authorizedServiceOwnersandotherinformationproviders● ObtainEndUsersatisfactionfeedback● AssistwiththeproductionandmaintenanceofaccuratelinkstoServiceLevel

Agreements,OperatingLevelAgreements,UnderpinningContracts,theServicePortfolio,andthecorrespondingmaintenanceprocedures

● EnsurethatServiceCatalogassessmentreviewsarescheduled,carriedoutwithcustomersregularlyandaredocumentedwithagreedactions

● EnsurethatimprovementinitiativesidentifiedinServiceCatalogreviewsareacteduponandprogressreportsareprovidedtocustomers

● EnsureeachservicehasanidentifiedServiceOwnerandProvider● Recordandmanageallcomplaintsandescalate,wherenecessary,toreach

resolution● Providemeasurement,recording,analysisandimprovementoptionsand

recommendations● AnalyzeandreviewServiceCatalogandSLMagreementsforreferential

integrity,andtoensurethatthecatalogandagreementstakeintoaccountthesameservicedependencies

● OrganizeandmaintaintheregularServiceCatalogreviewactivitieswithboth

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CustomersandServiceOwnersincluding:o Reviewoutstandingactionsfrompreviousreviewso Reviewrecentperformanceandavailabilityo ReviewServiceCatalogServiceLevelsandTargets,asnecessaryo ReviewassociatedunderpinningagreementsandOLAsasnecessaryo Agreeonappropriateactionstomaintain/improveServiceCatalog

ServiceLevelso InitiateanyactionsrequiredtomaintainorimproveServiceCatalog

ServiceLevels● AttendChangeAdvisoryBoardmeetingswhenappropriate● Identifyopportunitiesforimprovingthetoolsused● IdentifyimprovementopportunitiestomaketheServiceCatalogManagement

processmoreeffectiveandefficient● AudittheServiceCatalogManagementprocess● EscalatetotheServiceCatalogManagementProcessOwnerwherethe

processisnotfit-for-purpose● PromotetheServiceCatalogandSCMwithintheorganization,through

availablecommunicationchannelsandtrainingSCMstaffincommunicationskillswhereneeded

● CoordinateandfacilitateServiceCatalogManagementmeetingstoassessServiceCatalogqualityandvalueandtoaddressanyactionablegaps

Authority ● ToapprovecontenttobepublishedintheServiceCatalog● ToescalateServiceCatalogServiceLevelAgreementbreachestomanagement

andprocessmanagement● ToescalatetomanagementandtheServiceCatalogManagementProcess

Ownerincaseofaconflictbetweenprocessandmanagement.EscalationreportsaresenttotheProcessOwnersandmanagement

● ToreportonallchangestotheServiceCatalog● TorecommendserviceimprovementsandinitiateapprovedService

ImprovementPrograms

6.3ServiceOwner

Profile

Isaccountablefortheavailability,performance,quality,andcostofoneormoreservices.DealsdirectlywiththeServiceCustomerorproxy,usuallyinthecontextofaServiceLevelAgreement,OperatingLevelAgreement,oranUnderpinningContract.UsestheServiceCatalogtosetUserandServiceCustomerexpectations.ServiceOwnerisresponsibleforday-to-dayoperationoftheservice.

Responsibilities

● Definethedefinitionoftheservice,serviceattributesandserviceengagementmethods

● SubmitaSCMRforServiceCatalogqualityissues● SubmitaSCMRforadding,changing,removingorupdatingaservice● Providedetailed,timelyandaccurateserviceinformationtoServiceCatalog

ManagerforinclusioninServiceCatalog● ProduceandmaintainServiceLevelAgreements,OperatingLevelAgreements

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andUnderpinningContracts● Ensureservicelevelmonitoringisinplacetosupporttheagreeduponservice

levels● Produce,reviewandevaluatereportsonservice/systemperformance,

achievementsandbreachesofServiceLevelAgreements● PerformannualServiceCatalogreviewsasinitiatedbytheServiceCatalog

Manager● Coordinateandmanageactivitiestoimproveservicelevels● Attendtop-levelmanagementmeetingstoassessandrepresenttheService

LevelRequirementsbalancedwiththerelativecost

6.4ServiceCatalogStakeholders

Profile

AreknowledgeableabouttheServiceCatalogManagementProcess.CanbeeitherServiceProviders,ServiceOwners,ITSupportStaff,orServiceCustomers.

Responsibilities ● ParticipateasagroupinthegovernanceoftheServiceCatalogandtheServiceCatalogManagementProcess

Authority ● RecommendServiceCatalogManagementPolicy

ServiceCustomer

Profile

MaybethepayerforaserviceonbehalfofUsersthatactuallyusetheservice.Thepaymentmaybedirectorindirect.MaydealdirectlywiththeServiceProvider/Owner,usuallyinthecontextofaServiceLevelAgreement,OperatingLevelAgreement,oranUnderpinningContract.InregardstotheServiceCatalog,theCustomersarethecollectiveserviceowners.TheServiceCatalogprovidesameansfortheServiceOwnertopublishservice-relatedinformation.UsersmakeuseoftheServiceCatalogtoselectServices,Servicefeatures,estimatecosts,andunderstandITServicerelationships.

6.5CITOStaff

Responsibilities ● ApprovechangestotheServiceCatalogasrequestedbytheServiceCatalogManager

● ApprovechangestotheServiceCatalogProcessasrequestedbytheServiceCatalogProcessOwner

7.ServiceCatalogHighLevelProcessFlow

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7.1ServiceCatalogHighLevelProcessDescriptions

Activity Description

1.0ServiceCatalogReview

RecurringperiodicreviewsareusedtoassureServiceCatalogaccuracyandalignmentwithcustomerserviceneeds.ServiceCatalogProcessKPIsareusedtomeasureprogressagainsttheCSFs.

2.0ServiceCatalogMaintenance

InputisfromtheperiodicServiceCatalogReviewsandqualityissuesreportedviatheIncidentManagementprocess.ThisprocessmaintainscurrentandaccurateinformationwithintheServiceCatalog.

3.0ObtainandPublishServiceInformation

TheinformationgatheredforaServiceCatalogentryconstitutesthepublicdeclarationoftheservicedefinitionandmanyimportantattributesoftheservice.FornewservicesthisinformationmaybeavailablefromtheServiceDesignPackage.ForexistingservicestheinformationmaybegatheredfromauthorizedsourcessuchastheServiceOwnerand/orthirdpartyServiceProvider.

8.ServiceCatalogReviewProcessFlowFigure1

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8.1ServiceCatalogReviewProcessActivityDescriptionsFigure1

1.1 ReviewKPIMetrics

Purpose MeasureprogresstowardachievingCriticalSuccessFactors

GuidingPrinciple ContinualServiceImprovementwillbeusedtoensurehighlevelofservice.

Inputs KPIMetricsandreports

ProcedureorWorkInstructionSteps

● Periodically(weekly,monthly,annually)reviewgeneratedreportsandmetrics● Identifyqualityissuesorareasofimprovement● Log/recordresults● ReportissueviaServiceCatalogMaintenanceProcess

Outputs Reviewsummary

Metric ● Metricsdeliveredontime

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● Positivevs.negativeKPItrends

1.2 ReviewServiceTemplate

Purpose Digesttheresultsoftheapplicablereview

GuidingPrinciple Ataminimum,eachserviceintheServiceCatalogwillbereviewedannually

Inputs ServiceReviewTemplatesubmittedbyServiceOwner

ProcedureorWorkInstructionSteps

● Uponreceiptofservicereviewtemplate○ ServiceCatalogProcessOwner/Managerwillidentify

suggestedchanges● ReportissueviaServiceCatalogMaintenanceProcess

Outputs ReviewSummary

Metric Numberofservicereviewscompletedontime

D.1.1 QualityIssueorUpdateRequired

Purpose BaseduponreviewoftheKPImetricsandtemplates,allqualityissueswillbeforwardedthroughtheServiceCatalogMaintenanceProcess.Stakeholderswillbekeptinformedannuallyorasneeded.

1.3 CommunicatewithStakeholders

Purpose Providetransparentcommunicationwithallstakeholders

GuidingPrinciple StakeholderswillbekeptinformedaboutchangestotheserviceswithintheServiceCatalogandprocessperformanceonnolessthananannualbasis

Inputs Reviewsummaries

ProcedureorWorkInstructionSteps

Provideexecutivesummarytostakeholdersasrequired

Outputs Executivesummary,Stakeholderupdates

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Metric N/A

8.2ServiceCatalogReviewProcessRACIMatrixFigure1

Activity

SCProcessOwner/Manager

ServiceOwner/Provider

ServiceCustomer Stakeholder CITOStaff

1.1ReviewKPIMetrics

A,R C

1.2ReviewServiceTemplate

A,R C

D.1.1QualityIssueorUpdateRequiredDecision

A,R C

1.3CommunicatewithStakeholders

A,R C I I

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9.ServiceCatalogMaintenanceProcessFlowFigure2

9.1ServiceCatalogMaintenanceProcessActivityDescriptionsFigure2

2.1 InvestigateReportedServiceCatalogIssue

Purpose InitialtroubleshootingandvalidationtodetermineifticketisrelatedtoServiceCatalog

GuidingPrinciple Incorrectlyassignedrequestswillbereassignedtocorrectdepartment.

Inputs ServiceCatalogMaintenanceRequest(SCMR).ThiswillcomeintheformofanincidentorchangerecordsubmittedthroughOIT’sITSMtool.

ProcedureorWorkInstructionSteps

● UponreceiptofSCMR○ ReviewreportedissuetodeterminerelevancetoService

Catalog○ Performinitialtroubleshootingtodetermineifissue

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resideswithinServiceCatalog● UpdateSCMR

Outputs UpdatedSCMR

Metric NumberofSCMRsincorrectlyassigned

D.2.1 RequestValid?

Purpose DeterminewhetherservicecatalogmaintenanceissueresideswithintheServiceCatalogorasupportingservice.Ifissueresideswithinsupportingservice,requestwillbereassigned.

9.2ServiceCatalogMaintenanceProcessRACIMatrixFigure2

Activity

SCProcessOwner/Manager

ServiceOwner/Provider

ServiceCustomer Stakeholder CITOStaff

2.1InvestigateReportedServiceCatalogIssue

A/R C I I

D.2.1ValidSCMRDecision

A/R I I I

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10.ObtainandPublishServiceInformationProcessFlowFigure3

10.1ObtainandPublishServiceInformationProcessActivityDescriptionsFigure3

3.1 Review,Investigate,VerifySCMR

Purpose Validaterequestforrelevance,accuracyandcompleteness

GuidingPrinciple AllchangestotheservicecatalogwillbereviewedbytheSCowner.AdditionalapprovalbytheCITOStaffwillbesoughtfornew/retiredservicesandnon-standardchanges.

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Inputs IncidentorChangerequest

ProcedureorWorkInstructionSteps

● VerifySCMRiscomplete● Determinevalidity/relevanceofrequest

○ Ifrequired,coordinatecorrectionswithsubmitter● UpdaterequestinITSMtool

Outputs ValidatedSCMR

Metric ● Numberofrequestssubmitted● Numberrequestedrejected● Numberofrequestsaccepted● Numberofrequestsperservice

D.3.1 StandardChange

Purpose DeterminewhethertheSCMRmeetstherequirementsforastandardchange.

D.3.2 Approved

Purpose IfSCMRdoesnotmeettherequirementsforastandardchange,therequestmayneedapprovalfromtheCITOStaff.Ifnoapprovalisgiven,theSCMRisroutedbackthroughtheIncidentManagementprocesstodeterminenextsteps.

3.2 PublishDraft

Purpose ApplyvalidatedSCMRtotheServiceCataloginTestuntilapproved.

GuidingPrinciple TheServiceCatalogManagerisresponsibleforpostingServiceCatalogMaintenanceRequestrecordstotheServiceCatalogDatabase.ChangestotheServiceCatalogdatabasewillbeappliedinTestpendingapproval.

Inputs ValidatedSCMR

ProcedureorWorkInstructionSteps

● EnterorupdateallrelevantinformationinTest● Notifystakeholdersofchangesandsetreviewdeadline● UpdateSCMR

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Outputs UpdatedServiceCatalogDatabaseintest,StakeholderNotification

Metric N/A

3.3 Verify,AuditProposedChanges

Purpose Obtainvalidation/approvalfromallstakeholderspriortoapplyingchangestoproduction

GuidingPrinciple TheServiceCatalogManagerisresponsibleforthetransparentreviewandapprovalofallchangestotheServiceCatalog

Inputs UpdatedServiceCatalogDatabaseintest

ProcedureorWorkInstructionSteps

● Stakeholderswillreviewchangesperareaofresponsibility○ ServiceCatalogDatabase○ HPSMcategories○ Roxenstyleguide○ Portfolio○ OtherareasmayincludeSLM,SCM

● RequiredcorrectionsaremadetoServiceCatalog● UpdateSCMR

Outputs UpdatedServiceCatalogDatabase,Stakeholdernotification

Metric ● Reviewscompletedwithindeadline

3.4 Publish&Verify

Purpose Finalizeallreleasedchanges

GuidingPrinciple OnlyreviewedandapprovedchangesaremovedtoProduction

Inputs StakeholderinputreviewedinTest

ProcedureorWorkInstructionSteps

● Uponreceiptofrequiredreviewsandapprovals○ MoveallchangesfromTesttoProduction○ VerifyChangesinProduction○ Notifystakeholders○ UpdateandcloseSCMR

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Outputs UpdatedServiceCatalogDatabase

Metric ● NumberofSCMRsclosed

10.2ObtainandPublishServiceInformationProcessRACIMatrixFig.3

Activity

SCProcessOwner/Manager

ServiceOwner/Provider

ServiceCustomer Stakeholder CITOStaff

3.1Review,Investigate,VerifySCMR

A/R C I I I

3.2PublishDraft

A/R I I I I

3.3Verify,Auditproposedchanges

A R I R I

3.4Publish&Verify

A/R I I I I

D.3.1StandardChangeDecision

A/R I I I I

D.3.2ApprovedDecision

A/R I I I I

11.ServiceCatalogReviewActivities

ActivityResponsibilityfor

Production● ReviewServiceCatalogReviewquestionnaireforaccuracyand

relevancy.ConsultwithITSMProcessOwners.Editandreviseasneeded.

● Servicecatalogreviewquestionnairedistributedtoserviceowners,oneperservice.

● Foreachservice,answerstoServiceCatalogReviewquestionnairearegatheredbySCMfromserviceowners.

● Basedoninputfromserviceowners(andindirectlybusinesscustomersandusers)SCMcompilesandshareslistofactionitems,

SCMSCMServiceOwnersSCM

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withtimelineforcompletion.● Implementupdates,includingservicestoberetired,consolidated

and/oradded.

SCMandserviceowners

12.ProcessPerformanceReportThissectiondescribestheServiceCatalogManagementreportsasrecommendedforOITmanagement.Onlyanoverviewofthereports,includingtheiruseandobjectiveisprovided.

12.1AnnualServiceCatalogReviewreportTheAnnualServiceCatalogReviewReportgeneratedfortheCITOstaff,ServiceProviders,andServiceOwners.ItprovidessummaryinformationresultingfromtheAnnualReview.IdentifieschangesandupdatesmadetotheServiceCatalog

ContentsResponsibilityfor

ProductionThisreportisaformaldocumentandissubjecttodocumentcontrol.Thefollowingstructureisrecommended:● SummarizedReviewofServiceCatalogManagementperformance

againstCSFs● ServiceCatalogManagementissuesrequiringSeniorManagementaction

withacrispdescriptionoftherequestedaction● SpecificCriticalSuccessFactorsincludedinthisreportareidentifiedin

theManagementReport/CriticalSuccessFactorMappingTable

ServiceCatalogManager

12.2ServiceCatalogProcessPerformanceReportThisreportdetailstheperformanceoftheServiceCatalogProcess.Itdetailsspecificperformancedataattheserviceindexlevel.ItprovidesinformationonthequalityandperformanceoftheServiceCatalogManagementprocessandidentifiesareasforimprovement.

ContentsResponsibilityfor

ProductionThisreportisaformaldocumentandissubjecttodocumentcontrol.Thefollowingstructureisrecommended:● ManagementSummary● KPIMetricData● AnalysisofKPIMetrics● SpecificCriticalSuccessFactorsincludedinthisreportareidentifiedin

theManagementReport/CriticalSuccessFactorMappingTable.

ServiceCatalogManagementProcessOwner

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13.CriticalSuccessFactorsandKeyPerformanceIndicators PROGRESSINDICATORS TYPECSF/KPI PotentialSources Norms Calculation

IntervalQuaLitativeorQuaNititative

Value,Performance,QualityorCompliance

CSF#1Anaccurateservicecatalog.KPI1.1Increaseinnumberofservicesrecordedandmanagedwithintheservicecatalogasapercentageofthosebeingdeliveredandtransitionedintheliveenvironment.

1.1.1CountofallservicesrecordedinservicecatalogversuscountofallliveOITservices.

100%versus0% Yearly QuaNtitative Value

1.1.2Countofallservicesrecordedinservicecatalogversuscountoffunctions(listedasservices,butactuallyafunctionofaservice)intheservicecatalog.

100%versus0% Yearly QuaNtitative Value

KPI1.2Percentagereductioninthenumberofvariancesdetectedbetweentheinformationcontainedwithintheservicecatalogandthe'real-world'situation.

1.2.1ITSMtool,user/customerticketsthatareloggedorescalated,requestingorloggingupdatesmadetotheservicecatalog.

Lowerpercentageovertime

Weekly QuaNtitative Compliance,Performance

1.2.2Servicecatalogreviewbyserviceownersanswersthequestion,"Isthisserviceindexanaccurateportrayalofwhatishappeningintherealworldofthisservice?"

100%accuracyinservicecatalogversus0%listedbyserviceowners

Yearly QuaNtitative Compliance,Performance

CSF#2Student/staff/facultyawarenessoftheservicesbeingprovided.KPI2.1Percentageincreaseincompletenessofthecustomer-facingviewsoftheservicecatalogagainstoperationalservices.Clearseparationbetweencustomer-facingandsupportingservices.Completecustomer-facingserviceinformationistimely,credible,accurate,accessible,sustainable,andsupported.

2.1.1ITSMtool,user/customerticketsthatareloggedorescalated,requestingorloggingupdatesmadetotheservicecatalog.

Lowerpercentageovertime

Weekly QuaNtitative Performance

2.1.2Surveyofcustomer-facingservicecatalogusers/customers"Areyoufindingtheinformationineachandistheinformationappropriatelyseparated?"

Increasepercentageovertime

Yearly QuaLtitative Performance,Compliance

2.1.3Surveyofsupportingservicesusers/customers"Areyoufindingtheinformationineachandistheinformation

Increasepercentageovertime

Yearly QuaLtitative Performance,Compliance

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appropriatelyseparated?"2.1.4Servicecatalogreviewbyserviceowners,answersthequestion,"Isthisservicecomplete?Ifnot,whatneedstohappentomakeitcomplete?"

100%completeservicecatalog

Yearly QuaLtitative Quality,Compliance

2.1.5Countofallcustomer-facingservicesversussupportingservices.

Confirmationthatallserviceslistedarecorrectlycategorizedbetweencustomer-facingandsupporting..

Yearly QuaNtitative Compliance

KPI2.2Percentagedecreaseinstudent/staff/facultyrequestsforcustomerfacingserviceinformation;showsincreaseinknowledgeofserviceslistedintheservicecatalog.

2.2.1ITSMtool,user/customerticketsthatareloggedorescalateddecrease.

Lowerpercentageovertime

Weekly QuaNtitative Value,Quality

2.2.2Surveyofservicecatalogusers"InthepastyearhaveyouusedtheOITservicecatalogtoaccessinformationregardinguniversityITservices?"

Greaterpercentageovertime

Yearly QuaNtitative Value,Quality

KPI2.3Increaseinstudent/staff/facultyaccesstoonlinecustomer-facingservicecatalog.

2.3.1ITSMtool,overalldecreaseinnumberofcallstoservicedesk;ofthosecallsadecreaseinticketswhereusershadaccessedtheservicecatalogpriortocalling.Addtoself-serviceticketandclosurenotification,"DidyouaccessanypartoftheOITservicecatalog(www.alaska.edu/oit/services)priortoplacingthiscallorsubmittingthisticket?"

0calls;0calls.Zero%,sothatiftherearefewercallsweknowthattheservicecatalogisgivingpeopletheanswerstheyneedandcallstotheHelpDeskarebeingavoided.

Weekly QuaNtitative Value,Quality,Compliance

2.3.2Increaseinnumberofwebhitsperindividualserviceindex

Greaterpercentageovertime

Weekly QuaNtitative Value,Quality,Compliance

2.3.3AddcustomersatisfactionsurveytoeachOITemployee'ssignatureblockintheiremail.Questionwouldinclude"DidyouaccessanypartoftheOITservicecatalog(www.alaska.edu/oit/services)priortoplacing

Greaterpercentageovertime

Weekly QuaLtitative Value,Quality

ITSMProcessDescription–ServiceCatalogManagementPage23

thiscallorsubmittingthisticket?"CSF#3OITpersonnelawarenessofthetechnologysupportingtheservices.KPI3.1PercentageincreaseincompletenessofsupportingservicesagainsttheITcomponentsthatmakeupthoseservices.

3.1.1ITSMtool;percentincreaseinnumberofsupportingserviceswithattachedlistingofITcomponentsthatmakeupeachsupportingservice.

Greaterpercentageovertime

Yearly QuaNtitative Value,Compliance

KPI3.2IncreaseinOITSupportCenterhavingaccesstoinformationtosupportallliveservices,measuredbythepercentageofincidentswiththeappropriateservice-relatedinformation.

3.2.1ITSMCherwelltool;doestheservicedefinitionhavetheappropriateservicecomponent-relatedinformation?*Tiedtoconfigurationmanagementsomaytakelongertoimplement

Greaterpercentageovertime

Yearly QuaLtitative Value,Compliance

GLOSSARY

PotentialSources Fromwhereistheinformationbeinggathered? Norms Asingletargetnumber,ortheupperandlowerlimitsforacceptableperformance.

CalculationInterval Howoftenistheinformationbeinggathered? QualitativeorQuantitative IsthemeasurementQualitativeorQuantitative?

V,Q,P,orC IsthisValue,Quality,PerformanceorCompliance Value Valueisgeneratedthroughexchangeofknowledge,information,goodsorservices.Iswhatweare

doingmakingadifference?

Quality Theabilityofaproduct,serviceorprocesstoprovidetheintendedvalue.Forexample,ahardwarecomponentcanbeconsideredtobeofhighqualityifitperformsasexpectedanddeliverstherequiredreliability.Processqualityalsorequiresanabilitytomonitoreffectivenessandefficiency,andtoimprovetheprocessifnecessary.Howwellarewedoingit?

Performance Ameasureofwhatisachievedordeliveredbyasystem,person,team,processorITservice.Howfastorslowarewedoingit?

Compliance Ensuringthatastandardorsetofguidelinesisfollowed,orthatproper,consistentaccountingorotherpracticesarebeingemployed.Arewedoingit?