SESSION 401 Thursday, November 2, 10:15am - 11:15am Track: The Strategist

Is the SMO Still ITSM's Best-Kept Secret?

Phyllis Drucker Senior Consultant, Linium [email protected]

Session Description

Many are still waiting to adopt formal governance for their implementation, leading to scattered efforts with limited success. Particularly as service management expands beyond IT, the service management office (SMO) is critical. This session offers practical guidance on how and when to establish a SMO, its place in moving service management beyond IT and into the enterprise, and how critical it is when an ITSM tool moves beyond IT. You’ll walk away with a governance roadmap to help your mature enterprise service management.

Speaker Background

The author of Service Management Online: Building a Successful Service Request Catalog, Phyllis Drucker is an ITIL Expert and industry leader with more than twenty years of experience as a service management practitioner. As a senior process consultant for Linium, she provides strategic advice and consulting services on tool implementations. Before joining Linium, Phyllis led the ITIL and PMO implementations at AutoNation, the largest dealership group in the US. Since then, Phyllis has taken her experience to numerous organizations through writing, speaking, training and consulting, helping practitioners grow their skills and knowledge.

The Service Management Office: ITIL’s Best Kept Secret?

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Meet Today’s Presenter: Phyllis can be reached by email at: Phyllis Drucker Senior Consultant, Linium [email protected] or

MSITSM

PRESENTED BY Before we begin… • Do you have a formal program for your ITSM Initiative? • Who governs direction for service management? • Who governs roles & responsibilities? • Who governs development

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Session Overview

 What is Governance?  The importance of a formal program  Introducing the SMO  What the SMO can do for you  Establishing an SMO  SMO Roadmap  Wrap up and Questions

PRESENTED BY You may need a governance program if…

• Project sponsors cannot agree on priorities STOP • Management initiatives start and stop or change direction regularly • Changes proposed to enterprise service management tool conflict with one another or step on other STOP groups ability to use the tool STOP • Resources are uncertain about the STOP direction of their efforts, priorities

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Governance Controls Chaos Before After

• Conflicting priorities • Clear program • Stops and starts • Established plan • Lack of direction • Long term direction • Resource uncertainty • Empowered staff

PRESENTED BY Governance Defined

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Governance Defined

Governance SMO PMO

According to ITIL® According to ITIL® Generally • Single overarching • Coordinates process • A strategic body area that ties IT and and functions that ensuring projects’ the business manage the alignment to together provider’s services business goals • Defines common Generally • At an operational directions, policies • Responsible for level, provides and rules used to vision and strategy oversight in project conduct business of services within an delivery (on time/ organization budget)

ITIL® is a (registered) Mark of AXELOS Limited. All rights reserved.

PRESENTED BY Governance Structure & Processes

Strategy Service Strategy management IT Steering management for services Management for services Committee Office

Financial Service management portfolio (services) Business Relationship Management Management Office Business Demand Relationship management management Enterprise Services

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The Service Management Office and the Enterprise

• It is an emerging approach to managing all aspects of services in an organization • A centralized function that services all business units (not just IT, as traditionally done) • Focused on proactively growing and improving services • Typically a smaller group of individuals who set policy and standards, evaluate potential projects, maintain a holistic view of services, and train and coach service practitioners in the business: develop the organization’s target operating model • Responsible for the Vision and Strategy of services within an organization • A trusted advisor for all service aspects and the leader of an overall service management program

PRESENTED BY In Short… The Service Management Office is responsible for coordinating activities such that all services and processes are managed and operated effectively; essentially bringing the service management activities together across the organization.

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PRESENTED BY What is the vision for your Service Management initiative? Have you defined measurable goals and objectives for it?

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Is your organization ready?

PRESENTED BY Has your program been communicated? Adopted?

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Establishing an SMO

Service Vision Governance Processes Tools Delivery

Setting a long-term effort in place requires establishing a vision and then ensuring all of the foundational items you need are in place before you start

PRESENTED BY Establishing an SMO

Vision

Step 1: Vision and Mission set the tone, or overarching goals • Set the vision and mission and scope for the SMO • Select some critical success factors • Translate these into measures that can be used to determine if the SMO is meeting its intended goals

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Establishing an SMO

Governance

Step 2: Determine and document the SMO and other governance structures • Charter the governance bodies, being sure to document their scope • Name a chair for each body and an overarching hierarchy • Set roles and responsibilities for each body and overarching governance authority • Establish meeting schedules, report frequency etc.

PRESENTED BY Establishing an SMO

Processes

Step 3: Develop processes to be used for governance • Processes exist (for ITIL and PMO), but need to be selected and documented for the organization • For example: • Review, approval process for new services, changes to the ITSM tool • Design processes to be used, coordinated • Project management processes

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Establishing an SMO

Tools

Step 4: Determine tools needed to manage the Service Management Program and Governance initiative • What are the tasks that need to be managed across the team(s)? • Are these able to be managed in an existing application within the ITSM management tool or other tool? • Determine requirements, tool needs.

PRESENTED BY Establishing an SMO

Service Delivery

Step 5: Ready to roll • Start with an adoption and communication plan • Pick a few small areas to pilot first, shake out operational issues • Run the selected metrics against these areas • Implement corrective action and expand…

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Sample Structure for the Service Management Office

Core Team SMO CORE TEAM Responsible for delivery of day to day activities for the SMO SMO EXTENDED TEAM SMO Extended Team Program Manager Additional resources that are consulted and SMO BOARD kept informed of SMO activities Executive Key Process Core + PMO Owner(s) Sponsor(s) Extended Chair SMO Board Members Team Project ITSM Tool Key Accountable for decision making on strategy, COO, CFO, Architect Sponsor(s) Business CIO priorities, funding, etc. Reps

PRESENTED BY Key Process Owners to Involve

Strategy Service Strategy management IT Steering management for services Management for services Committee Office

Financial Service management portfolio (services) Business Project management Relationship Management Management Office Business Demand Relationship management management Enterprise Services

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Key Steps in Your Roadmap

Understand the Define Establish the Organization’s Overarching Vision for ITSM Vision Strategic Principles

Develop the Charter the Define Roles, Organization’s Governing Bodies Responsibilities Design

Develop & Develop key Operate, measure, Document Key measures improve Processes

PRESENTED BY Information to to Get You Started https://www.linium.com/resources/topic/whitepapers https://tinyurl.com/smvision

For help building a service portal, don’t forget my book, available in the conference bookstore!

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