While successful IT self-service is critical today, most organizations have taken a fragmented, reactive approach - and are not happy with their results. Is this the case for you? If so, please join us for some fresh thinking in IT self-service. And deliver IT self-service your employees will love!
We will look at where the highest value is, what kinds of activities are a good fit, how to get customers using it, and how to create a coordinated program approach that really works – sharing success tips and pitfalls to avoid along the way.
Full webinar recording with ServiceNow demo available at:
http://content.evergreensys.com/webinar-it-self-service-slides
The document discusses delivering and demonstrating value through a service catalogue. It outlines a 7 step route map for doing so, including feasibility analysis, workshops with stakeholders, customer and IT liaison, service design, documentation, and implementation. It emphasizes the importance of having the right people and skills involved, and ongoing governance to ensure services remain relevant. Strong executive sponsorship, requirements, and project planning are seen as critical success factors for service catalog projects. Metrics like customer satisfaction, IT quality of service, and business metrics can demonstrate the value delivered through services and the service catalogue.
IT Service Taxonomy Essentials: Separate IT and Business Services Catalogs?Evergreen Systems
IT Service Catalogs and portals are proliferating. How many Service Catalogs do you need? Should you have separate IT and business service catalogs? What do you do when a service combines parts of both? How do you not totally confuse your customers? Evergreen shares how to create and manage a federated Service Catalog approach – enabling both a consistent service face to your customers and giving your IT teams the latitude they need to execute effectively. We also briefly demonstrate our beautiful and innovative customer-centric Service Catalog (on ServiceNow) – with our service taxonomy framework built in! Recorded event with live demo available at http://content.evergreensys.com/it-service-catalog-webinar-separate-catalogs-slides
This document provides an overview of IT service management based on ITIL best practices. It defines key terms like service and service management. It explains that the primary objective of service management is to ensure IT services are aligned to business needs. It also discusses how to define services, the purpose of a service catalogue, and what customers want from services. The document outlines factors for determining service criticality and provides a sample of resolution and response times in service level agreements and operational level agreements. Critical success factors for an IT service catalogue and service level management are also highlighted.
Structured Approach to Solution ArchitectureAlan McSweeney
The role of solution architecture is to identify answer to a business problem and set of solution options and their components. There will be many potential solutions to a problem with varying degrees of suitability to the underlying business need. Solution options are derived from a combination of Solution Architecture Dimensions/Views which describe characteristics, features, qualities, requirements and Solution Design Factors, Limitations And Boundaries which delineate limitations. Use of structured approach can assist with solution design to create consistency. The TOGAF approach to enterprise architecture can be adapted to perform some of the analysis and design for elements of Solution Architecture Dimensions/Views.
Transforming An Organisations IT Service ManagementMichael Moyal
This short case study illustrates how we helped a multi-national organisation transform its IT Service Management (ITSM) capabilities in only eight weeks utilising the our BPMA (Business Process Modelling and Analysis) methodology and the Process Master tool
IT4IT real life examples & myths and rumors dispelledTony Price
The document discusses myths and rumors about IT4IT and provides examples of how IT4IT can be applied in real-world situations. Some myths addressed include that IT4IT will replace other frameworks like ITIL and COBIT. The document advocates applying the IT4IT reference architecture and value chain perspective to help integrate existing IT management standards and break down silos across different parts of the IT organization.
It Service Management Implementation OverviewAlan McSweeney
This document describes an IT service management framework and implementation. It discusses ITIL/ITSM and the service management processes including incident and service request management. It provides an overview of the incident and service request management process including its principles, relationships between processes, and detailed processes. The document emphasizes that implementing service management requires understanding why it's being done, what resources are needed, and should be done in phases.
The document discusses delivering and demonstrating value through a service catalogue. It outlines a 7 step route map for doing so, including feasibility analysis, workshops with stakeholders, customer and IT liaison, service design, documentation, and implementation. It emphasizes the importance of having the right people and skills involved, and ongoing governance to ensure services remain relevant. Strong executive sponsorship, requirements, and project planning are seen as critical success factors for service catalog projects. Metrics like customer satisfaction, IT quality of service, and business metrics can demonstrate the value delivered through services and the service catalogue.
IT Service Taxonomy Essentials: Separate IT and Business Services Catalogs?Evergreen Systems
IT Service Catalogs and portals are proliferating. How many Service Catalogs do you need? Should you have separate IT and business service catalogs? What do you do when a service combines parts of both? How do you not totally confuse your customers? Evergreen shares how to create and manage a federated Service Catalog approach – enabling both a consistent service face to your customers and giving your IT teams the latitude they need to execute effectively. We also briefly demonstrate our beautiful and innovative customer-centric Service Catalog (on ServiceNow) – with our service taxonomy framework built in! Recorded event with live demo available at http://content.evergreensys.com/it-service-catalog-webinar-separate-catalogs-slides
This document provides an overview of IT service management based on ITIL best practices. It defines key terms like service and service management. It explains that the primary objective of service management is to ensure IT services are aligned to business needs. It also discusses how to define services, the purpose of a service catalogue, and what customers want from services. The document outlines factors for determining service criticality and provides a sample of resolution and response times in service level agreements and operational level agreements. Critical success factors for an IT service catalogue and service level management are also highlighted.
Structured Approach to Solution ArchitectureAlan McSweeney
The role of solution architecture is to identify answer to a business problem and set of solution options and their components. There will be many potential solutions to a problem with varying degrees of suitability to the underlying business need. Solution options are derived from a combination of Solution Architecture Dimensions/Views which describe characteristics, features, qualities, requirements and Solution Design Factors, Limitations And Boundaries which delineate limitations. Use of structured approach can assist with solution design to create consistency. The TOGAF approach to enterprise architecture can be adapted to perform some of the analysis and design for elements of Solution Architecture Dimensions/Views.
Transforming An Organisations IT Service ManagementMichael Moyal
This short case study illustrates how we helped a multi-national organisation transform its IT Service Management (ITSM) capabilities in only eight weeks utilising the our BPMA (Business Process Modelling and Analysis) methodology and the Process Master tool
IT4IT real life examples & myths and rumors dispelledTony Price
The document discusses myths and rumors about IT4IT and provides examples of how IT4IT can be applied in real-world situations. Some myths addressed include that IT4IT will replace other frameworks like ITIL and COBIT. The document advocates applying the IT4IT reference architecture and value chain perspective to help integrate existing IT management standards and break down silos across different parts of the IT organization.
It Service Management Implementation OverviewAlan McSweeney
This document describes an IT service management framework and implementation. It discusses ITIL/ITSM and the service management processes including incident and service request management. It provides an overview of the incident and service request management process including its principles, relationships between processes, and detailed processes. The document emphasizes that implementing service management requires understanding why it's being done, what resources are needed, and should be done in phases.
The document provides an agenda for an ITIL4 and ServiceNow overview presentation. It includes introductions of the presenter, Mario Vivas. It then provides overviews of ITIL4, focusing on its practices and dimensions of service management. It discusses the ServiceNow platform and its key product lines and applications for incident management, problem management, change management, service catalog, knowledge management and demonstrations. The presentation aims to highlight ITIL4 guiding principles and how ServiceNow supports various ITSM processes and practices through its applications and integrations.
Many organisations struggle to implement a successful ITSM program, with multiple attempts at the same issue being undertaken with almost clockwork like regularity every 3-4 years. But why is it so hard to implement an ITSM framework that delivers real business value? How does a Program Manager even approach this issue? Where is the checklist for implementation success?
Join Peter Hubbard, Pink Elephant EMEA, as he maps out a structured approach to successful implementation of an ITSM initiative. He will discuss the considerations of which processes should be attempted first, the importance of the toolset, and, the one underlying area that is almost always neglected but is responsible for the failure of over 60% of all ITSM implementation projects; The people who have to work in alignment with the new world. And yes…. There will even be a checklist for implementation success. Watch recording here https://www.brighttalk.com/webcast/10001/153595
Solution architects must be aware of the need for solution security and of the need to have enterprise-level controls that solutions can adopt.
The sets of components that comprise the extended solution landscape, including those components that provide common or shared functionality, are located in different zones, each with different security characteristics.
The functional and operational design of any solution and therefore its security will include many of these components, including those inherited by the solution or common components used by the solution.
The complete solution security view should refer explicitly to the components and their controls.
While each individual solution should be able to inherit the security controls provided by these components, the solution design should include explicit reference to them for completeness and to avoid unvalidated assumptions.
There is a common and generalised set of components, many of which are shared, within the wider solution topology that should be considered when assessing overall solution architecture and solution security.
Individual solutions must be able to inherit security controls, facilities and standards from common enterprise-level controls, standards, toolsets and frameworks.
Individual solutions must not be forced to implement individual infrastructural security facilities and controls. This is wasteful of solution implementation resources, results in multiple non-standard approaches to security and represents a security risk to the organisation.
The extended solution landscape potentially consists of a large number of interacting components and entities located in different zones, each with different security profiles, requirements and concerns. Different security concerns and therefore controls apply to each of these components.
Solution security is not covered by a single control. It involves multiple overlapping sets of controls providing layers of security.
Use a Service Taxonomy to Organize and Manage Your IT Services ! What services do we offer? How do we organize them? How can we make them "customer centric?” What is a good starting point?
Successful IT Service Catalogs have well organized services. The Services Taxonomy, or framework is the key to organizing and understanding your services well.
Please join us to learn how to build a good service taxonomy in 4 logical steps, as well as 3 key mistakes to avoid.
In addition to a demo of our prebuilt service taxonomy, we will demonstrate these concepts in our constantly evolving view of a very advanced Employee Self-Service Catalog & Portal, built on ServiceNow technologies.
Recording with demo available at http://content.evergreensys.com/service-taxonomy-webinar-slides-manage-it-services
Documentation Framework for IT Service DeliverySimon Denton
I developed this for a project that I am currently involved in. The project aim is to develop a documentation framework for the provision of IT as a Service. I devised the framework using the Microsoft Operations Framework as ‘glue’ between other frameworks like ITIL. I thought I’d share it as it might be useful to others who are in a similar situation. The end result is a relatively compact set of documents for each service offered by IT.
IT Service Catalog: 5 Steps to Prepare Your Organization for Successful Servi...Evergreen Systems
Few Organizations have deep experience in planning for a successful Service Catalog project. Questions abound:
"What are the best practices? How will we measure success? What roles & responsibilities will we have? What are the customer & executive expectations...and how do we address them? What options do we have for getting started? Can we start simply and grow as we learn?"
Successful Service Catalog projects are dramatically different than many other IT projects. Please join Don Casson, CEO of Evergreen as he answers these questions and explains the 5 steps to prepare your team for success with your IT Service Catalog project.
Jeff Benedict, ITSM Practice Leader, will demo our constantly evolving view of a very advanced Employee Self-Service Catalog & Portal, built on ServiceNow technologies.
Webinar recording with demo available at http://content.evergreensys.com/it-service-catalog-project-steps-prepare-organization
How to build an integrated and actionable IT Service Catalogmboyle
This presentation provides a lower level of detail on how to build a n IT service catalog than provided by ITIL V3. It augments thinking in this area based on 25 years of building Service Catalogs
Don Casson, CEO and Jeff Benedict, ITSM Practice Manager share best practices you can use to clearly define and communicate - who is the Customer and what are the Services? They also share how a service catalog taxonomy framework helps you organize and manage this as ONE team. You may download or playback the recording here: http://bit.ly/1BWnEkX #servicecatalog #servicenow #itsm
IT Service Management Tutorial | What Is ITSM? | ITIL Foundation Training | S...Simplilearn
This presentation on 'IT Service Management' will take you through everything you need to know about the concept of IT service management. ITSM is the practice of delivering IT services and supporting internal customers with the help of people, processes and technology. The video will also cover concepts like what is ITIL, what is ITSM, key concepts of ITSM and the ITIL service lifecycle.
What are the course objectives?
ITIL® 4 is the latest release of the ITIL framework, designed to provide a more practical viewpoint to the ITIL lifecycle with best practices from other complementary platforms such as Agile, DevOps and Lean. The objective of this course is to provide a foundational level of understanding of the ITIL 4 framework, key elements, concepts and terminologies associated with ITIL service lifecycle, and how it has evolved to adopt modern technologies and operational processes. The course covers all necessary concepts in the service management framework to support candidates studying for the ITIL 4 Foundation Certification Exam.
What skills will you learn?
Upon completion of this ITIL Certification training you will learn:
- Concepts, key principles and process models required to pass the ITIL 4 Foundation exam.
- How ITIL principles can help an individual understand and apply IT service management in their organization.
- How to improve customer experience and ITSM efficiency with the help of ITIL tools and techniques.
- The purposes and key terms of 15 ITIL practices.
- Industry best practices for deploying IT services.
Below are the topics explained in this ITIL presentation:
1. What is ITIL?
2. Why ITIL?
3. ITIL Service Lifecyclehttps://www.simplilearn.com/it-service-management/itil-foundation-training
The document discusses the challenges of improving IT service delivery and the importance of leadership teams having a shared point of view. It notes that while there are many ideas on improving services, sustained change is difficult without a holistic, insight-based approach. Successful leadership teams have a shared understanding based on common frameworks, models, practices and language. The document outlines nine crucial elements that should be aligned for an effective IT operating model and shares the perspective that has been developed to help leadership teams improve service delivery.
Service Catalog, Service Portfolio, Service Taxonomy - Big 3 of Customer Cent...Evergreen Systems
IT Service Catalog, Service Portfolio and Service Taxonomy: Learn the important role of each, and how they work together to help you deliver great services your customers will love! Access webinar recording at: http://content.evergreensys.com/it-service-catalog-webinar-customer-centric-it-evergreen
This document provides a five step guide to building a service catalog:
1. Define which services to include by considering user needs and business value. Include common services like access requests.
2. Define each service through attributes like owners, service levels, and descriptions understandable to users.
3. Publish the catalog through a shared platform so it is accessible and users are aware of available services.
4. Allow users to request services through automated forms to streamline fulfillment and reduce service desk calls.
5. Consider options like spreadsheets, custom apps, or off-the-shelf software that can manage requests end-to-end.
The document summarizes IT service management at Hanover Technology Group. It discusses what service management is and the benefits it provides to HTG and its business partners. These benefits include increased customer satisfaction, financial savings, and improved decision making. The document also outlines HTG's 2011 goals and objectives for its service management initiative, which include implementing ITIL processes and the Service-Now automation platform to transform HTG's operations and deliver more business value. Training offerings are mentioned to educate staff on these new services and processes.
The document discusses emerging approaches to improving IT operating models. It notes that businesses face increasing pressures from technology proliferation, cost pressures, and a faster competitive cadence. IT struggles to keep up and manage complexity across old and new systems separately. The document then summarizes several emerging approaches that can help address these challenges, including continuous delivery, automation, agile practices, digital strategies, DevOps, Lean startup principles, and integrated governance models. It proposes a new "IT operating model" that weaves these approaches together across various dimensions like strategy, processes, organization design, and governance to better deliver value from the IT portfolio.
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
ITIL Foundation in IT Service Management Alkesh Mishra
The document provides an overview of ITIL (Information Technology Infrastructure Library), which is a framework for IT service management. It describes the key components of ITIL including the service lifecycle (service strategy, design, transition, operation, and continual service improvement), certification levels (foundation, intermediate, expert), and intermediate modules (lifecycle and capability). The purpose of ITIL is to help organizations align IT services with business needs, deliver value, and improve processes. Adopting ITIL best practices can benefit organizations through improved efficiency, quality, and reduced costs.
This presentation describes systematic, repeatable and co-ordinated approach to agile solution architecture and design. It is intended to describe a set of practical steps and activities embedded within a framework to allow an agile method to be adopted and used for solution design and delivery. This approach ensures consistency in the assessment of solution design options and in subsequent solution design and solution delivery activities. This process leads to the rapid design and delivery of realistic and achievable solutions that meet real solution consumer needs. The approach provides for effective solution decision-making. It generates options and results quickly and consistently. Implementing a framework such as this provides for the creation of a knowledgebase of previous solution design and delivery exercises that leads to an accumulated body of knowledge within the organisation.
Solution Architecture and Solution AcquisitionAlan McSweeney
This describes a systematised and structured approach to solution acquisition or procurement that involves solution architecture from the start. This allows the true scope of both the required and subsequently acquired solution are therefore fully understood. By using such an approach, poor solution acquisition outcomes are avoided.
Solution architecture provides the structured approach to capturing all the cost contributors and knowing the true solution scope.
There is more packaged/product/service-based solution acquisition activity. There is an increasing trend of solutions hosted outside the organisation. Meanwhile solution acquisition outcomes are poor and getting worse.
Poor solution acquisition has long-term consequences and costs.
The to-be-acquired solution needs to operate in and co-exist with an existing solution topography and the solution acquisition process needs to be aware of and take account of this wider solution topography. Cloud-based or externally hosted and provided solutions do not eliminate the need for the solution to exist within the organisation solution topography.
Strategic misrepresentation in solution acquisition is the deliberate distortion or falsification of information relating to solution acquisition costs, complexity, required functionality, solution availability, resource availability, time to implement in order to get solution acquisition approval. Strategic misrepresentation is very real and its consequences can be very damaging.
Solution architecture has the skills and experience to define the real scope of the solution being acquired. An effective structured solution acquisition process, well-implemented and consistently applied, means dependable and repeatable solution acquisition and successful outcomes.
IT Service Catalog: Build a Service Taxonomy in 4 Easy StepsEvergreen Systems
IT Service Catalog - Service Taxonomy
What services do we offer? How do we organize them? How can we make them "customer-centric?" What is a good starting point?
Successful IT Service Catalogs have well-organized services. The services taxonomy, or framework is the key to organizing and managing your services effectively.
Please join us to learn how to build a good service taxonomy in 4 logical steps, as well as 3 key mistakes to avoid.
We will also briefly demonstrate our beautiful and innovative customer-centric IT Service Catalog (built on ServiceNow).
IT Service Catalog: Customer, Provider and Manager Views of a Service CatalogEvergreen Systems
Please join us for a 30,000 foot view of the customer, provider and manager’s views of the Service Catalog. We will combine high level content from over 20 webinars we presented this year as we consider 3 success keys and 3 critical challenges to overcome, from each perspective.
This content rich webinar is enhanced by our newest intellectual property, as we unveil our Evergreen's “Service Governance Design Principles” guide. Another tool from Evergreen’s consulting toolkit, it covers the roles, responsibilities, KPIs and makeup of a Service Governance capability & process. With it you can build a clear, direct governance process correctly, which you can rely upon to create and manage high quality, consistent services for your Service Catalog efforts.
As always, we will demonstrate these concepts in our constantly evolving view of a very advanced Employee Self-Service Catalog & Portal, built on ServiceNow technologies.
For full webinar recording including ServiceNow demo please visit http://content.evergreensys.com/webinar-it-service-catalog-customer-provider-manager-views-turkey
The document provides an agenda for an ITIL4 and ServiceNow overview presentation. It includes introductions of the presenter, Mario Vivas. It then provides overviews of ITIL4, focusing on its practices and dimensions of service management. It discusses the ServiceNow platform and its key product lines and applications for incident management, problem management, change management, service catalog, knowledge management and demonstrations. The presentation aims to highlight ITIL4 guiding principles and how ServiceNow supports various ITSM processes and practices through its applications and integrations.
Many organisations struggle to implement a successful ITSM program, with multiple attempts at the same issue being undertaken with almost clockwork like regularity every 3-4 years. But why is it so hard to implement an ITSM framework that delivers real business value? How does a Program Manager even approach this issue? Where is the checklist for implementation success?
Join Peter Hubbard, Pink Elephant EMEA, as he maps out a structured approach to successful implementation of an ITSM initiative. He will discuss the considerations of which processes should be attempted first, the importance of the toolset, and, the one underlying area that is almost always neglected but is responsible for the failure of over 60% of all ITSM implementation projects; The people who have to work in alignment with the new world. And yes…. There will even be a checklist for implementation success. Watch recording here https://www.brighttalk.com/webcast/10001/153595
Solution architects must be aware of the need for solution security and of the need to have enterprise-level controls that solutions can adopt.
The sets of components that comprise the extended solution landscape, including those components that provide common or shared functionality, are located in different zones, each with different security characteristics.
The functional and operational design of any solution and therefore its security will include many of these components, including those inherited by the solution or common components used by the solution.
The complete solution security view should refer explicitly to the components and their controls.
While each individual solution should be able to inherit the security controls provided by these components, the solution design should include explicit reference to them for completeness and to avoid unvalidated assumptions.
There is a common and generalised set of components, many of which are shared, within the wider solution topology that should be considered when assessing overall solution architecture and solution security.
Individual solutions must be able to inherit security controls, facilities and standards from common enterprise-level controls, standards, toolsets and frameworks.
Individual solutions must not be forced to implement individual infrastructural security facilities and controls. This is wasteful of solution implementation resources, results in multiple non-standard approaches to security and represents a security risk to the organisation.
The extended solution landscape potentially consists of a large number of interacting components and entities located in different zones, each with different security profiles, requirements and concerns. Different security concerns and therefore controls apply to each of these components.
Solution security is not covered by a single control. It involves multiple overlapping sets of controls providing layers of security.
Use a Service Taxonomy to Organize and Manage Your IT Services ! What services do we offer? How do we organize them? How can we make them "customer centric?” What is a good starting point?
Successful IT Service Catalogs have well organized services. The Services Taxonomy, or framework is the key to organizing and understanding your services well.
Please join us to learn how to build a good service taxonomy in 4 logical steps, as well as 3 key mistakes to avoid.
In addition to a demo of our prebuilt service taxonomy, we will demonstrate these concepts in our constantly evolving view of a very advanced Employee Self-Service Catalog & Portal, built on ServiceNow technologies.
Recording with demo available at http://content.evergreensys.com/service-taxonomy-webinar-slides-manage-it-services
Documentation Framework for IT Service DeliverySimon Denton
I developed this for a project that I am currently involved in. The project aim is to develop a documentation framework for the provision of IT as a Service. I devised the framework using the Microsoft Operations Framework as ‘glue’ between other frameworks like ITIL. I thought I’d share it as it might be useful to others who are in a similar situation. The end result is a relatively compact set of documents for each service offered by IT.
IT Service Catalog: 5 Steps to Prepare Your Organization for Successful Servi...Evergreen Systems
Few Organizations have deep experience in planning for a successful Service Catalog project. Questions abound:
"What are the best practices? How will we measure success? What roles & responsibilities will we have? What are the customer & executive expectations...and how do we address them? What options do we have for getting started? Can we start simply and grow as we learn?"
Successful Service Catalog projects are dramatically different than many other IT projects. Please join Don Casson, CEO of Evergreen as he answers these questions and explains the 5 steps to prepare your team for success with your IT Service Catalog project.
Jeff Benedict, ITSM Practice Leader, will demo our constantly evolving view of a very advanced Employee Self-Service Catalog & Portal, built on ServiceNow technologies.
Webinar recording with demo available at http://content.evergreensys.com/it-service-catalog-project-steps-prepare-organization
How to build an integrated and actionable IT Service Catalogmboyle
This presentation provides a lower level of detail on how to build a n IT service catalog than provided by ITIL V3. It augments thinking in this area based on 25 years of building Service Catalogs
Don Casson, CEO and Jeff Benedict, ITSM Practice Manager share best practices you can use to clearly define and communicate - who is the Customer and what are the Services? They also share how a service catalog taxonomy framework helps you organize and manage this as ONE team. You may download or playback the recording here: http://bit.ly/1BWnEkX #servicecatalog #servicenow #itsm
IT Service Management Tutorial | What Is ITSM? | ITIL Foundation Training | S...Simplilearn
This presentation on 'IT Service Management' will take you through everything you need to know about the concept of IT service management. ITSM is the practice of delivering IT services and supporting internal customers with the help of people, processes and technology. The video will also cover concepts like what is ITIL, what is ITSM, key concepts of ITSM and the ITIL service lifecycle.
What are the course objectives?
ITIL® 4 is the latest release of the ITIL framework, designed to provide a more practical viewpoint to the ITIL lifecycle with best practices from other complementary platforms such as Agile, DevOps and Lean. The objective of this course is to provide a foundational level of understanding of the ITIL 4 framework, key elements, concepts and terminologies associated with ITIL service lifecycle, and how it has evolved to adopt modern technologies and operational processes. The course covers all necessary concepts in the service management framework to support candidates studying for the ITIL 4 Foundation Certification Exam.
What skills will you learn?
Upon completion of this ITIL Certification training you will learn:
- Concepts, key principles and process models required to pass the ITIL 4 Foundation exam.
- How ITIL principles can help an individual understand and apply IT service management in their organization.
- How to improve customer experience and ITSM efficiency with the help of ITIL tools and techniques.
- The purposes and key terms of 15 ITIL practices.
- Industry best practices for deploying IT services.
Below are the topics explained in this ITIL presentation:
1. What is ITIL?
2. Why ITIL?
3. ITIL Service Lifecyclehttps://www.simplilearn.com/it-service-management/itil-foundation-training
The document discusses the challenges of improving IT service delivery and the importance of leadership teams having a shared point of view. It notes that while there are many ideas on improving services, sustained change is difficult without a holistic, insight-based approach. Successful leadership teams have a shared understanding based on common frameworks, models, practices and language. The document outlines nine crucial elements that should be aligned for an effective IT operating model and shares the perspective that has been developed to help leadership teams improve service delivery.
Service Catalog, Service Portfolio, Service Taxonomy - Big 3 of Customer Cent...Evergreen Systems
IT Service Catalog, Service Portfolio and Service Taxonomy: Learn the important role of each, and how they work together to help you deliver great services your customers will love! Access webinar recording at: http://content.evergreensys.com/it-service-catalog-webinar-customer-centric-it-evergreen
This document provides a five step guide to building a service catalog:
1. Define which services to include by considering user needs and business value. Include common services like access requests.
2. Define each service through attributes like owners, service levels, and descriptions understandable to users.
3. Publish the catalog through a shared platform so it is accessible and users are aware of available services.
4. Allow users to request services through automated forms to streamline fulfillment and reduce service desk calls.
5. Consider options like spreadsheets, custom apps, or off-the-shelf software that can manage requests end-to-end.
The document summarizes IT service management at Hanover Technology Group. It discusses what service management is and the benefits it provides to HTG and its business partners. These benefits include increased customer satisfaction, financial savings, and improved decision making. The document also outlines HTG's 2011 goals and objectives for its service management initiative, which include implementing ITIL processes and the Service-Now automation platform to transform HTG's operations and deliver more business value. Training offerings are mentioned to educate staff on these new services and processes.
The document discusses emerging approaches to improving IT operating models. It notes that businesses face increasing pressures from technology proliferation, cost pressures, and a faster competitive cadence. IT struggles to keep up and manage complexity across old and new systems separately. The document then summarizes several emerging approaches that can help address these challenges, including continuous delivery, automation, agile practices, digital strategies, DevOps, Lean startup principles, and integrated governance models. It proposes a new "IT operating model" that weaves these approaches together across various dimensions like strategy, processes, organization design, and governance to better deliver value from the IT portfolio.
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
ITIL Foundation in IT Service Management Alkesh Mishra
The document provides an overview of ITIL (Information Technology Infrastructure Library), which is a framework for IT service management. It describes the key components of ITIL including the service lifecycle (service strategy, design, transition, operation, and continual service improvement), certification levels (foundation, intermediate, expert), and intermediate modules (lifecycle and capability). The purpose of ITIL is to help organizations align IT services with business needs, deliver value, and improve processes. Adopting ITIL best practices can benefit organizations through improved efficiency, quality, and reduced costs.
This presentation describes systematic, repeatable and co-ordinated approach to agile solution architecture and design. It is intended to describe a set of practical steps and activities embedded within a framework to allow an agile method to be adopted and used for solution design and delivery. This approach ensures consistency in the assessment of solution design options and in subsequent solution design and solution delivery activities. This process leads to the rapid design and delivery of realistic and achievable solutions that meet real solution consumer needs. The approach provides for effective solution decision-making. It generates options and results quickly and consistently. Implementing a framework such as this provides for the creation of a knowledgebase of previous solution design and delivery exercises that leads to an accumulated body of knowledge within the organisation.
Solution Architecture and Solution AcquisitionAlan McSweeney
This describes a systematised and structured approach to solution acquisition or procurement that involves solution architecture from the start. This allows the true scope of both the required and subsequently acquired solution are therefore fully understood. By using such an approach, poor solution acquisition outcomes are avoided.
Solution architecture provides the structured approach to capturing all the cost contributors and knowing the true solution scope.
There is more packaged/product/service-based solution acquisition activity. There is an increasing trend of solutions hosted outside the organisation. Meanwhile solution acquisition outcomes are poor and getting worse.
Poor solution acquisition has long-term consequences and costs.
The to-be-acquired solution needs to operate in and co-exist with an existing solution topography and the solution acquisition process needs to be aware of and take account of this wider solution topography. Cloud-based or externally hosted and provided solutions do not eliminate the need for the solution to exist within the organisation solution topography.
Strategic misrepresentation in solution acquisition is the deliberate distortion or falsification of information relating to solution acquisition costs, complexity, required functionality, solution availability, resource availability, time to implement in order to get solution acquisition approval. Strategic misrepresentation is very real and its consequences can be very damaging.
Solution architecture has the skills and experience to define the real scope of the solution being acquired. An effective structured solution acquisition process, well-implemented and consistently applied, means dependable and repeatable solution acquisition and successful outcomes.
IT Service Catalog: Build a Service Taxonomy in 4 Easy StepsEvergreen Systems
IT Service Catalog - Service Taxonomy
What services do we offer? How do we organize them? How can we make them "customer-centric?" What is a good starting point?
Successful IT Service Catalogs have well-organized services. The services taxonomy, or framework is the key to organizing and managing your services effectively.
Please join us to learn how to build a good service taxonomy in 4 logical steps, as well as 3 key mistakes to avoid.
We will also briefly demonstrate our beautiful and innovative customer-centric IT Service Catalog (built on ServiceNow).
IT Service Catalog: Customer, Provider and Manager Views of a Service CatalogEvergreen Systems
Please join us for a 30,000 foot view of the customer, provider and manager’s views of the Service Catalog. We will combine high level content from over 20 webinars we presented this year as we consider 3 success keys and 3 critical challenges to overcome, from each perspective.
This content rich webinar is enhanced by our newest intellectual property, as we unveil our Evergreen's “Service Governance Design Principles” guide. Another tool from Evergreen’s consulting toolkit, it covers the roles, responsibilities, KPIs and makeup of a Service Governance capability & process. With it you can build a clear, direct governance process correctly, which you can rely upon to create and manage high quality, consistent services for your Service Catalog efforts.
As always, we will demonstrate these concepts in our constantly evolving view of a very advanced Employee Self-Service Catalog & Portal, built on ServiceNow technologies.
For full webinar recording including ServiceNow demo please visit http://content.evergreensys.com/webinar-it-service-catalog-customer-provider-manager-views-turkey
Service Catalog Essentials: 5 Keys to Good Service Design in IT Service CatalogsEvergreen Systems
This document discusses keys to good service design in service catalogs. It outlines five keys: 1) Clear service ownership, 2) Focusing on user experience, 3) Determining what services to build based on factors like volume and complexity, 4) Designing modular reusable services, and 5) Balancing customer and provider needs in design. It then promotes Evergreen's employee self-service catalog and portal, which is powered by ServiceNow, and possible next steps like a private workshop or dictionary.
Leveraging IT Service Catalog to Transform Services Delivery - Argonne Nation...Evergreen Systems
IT Service Catalog project with ServiceNow. For full webinar recording visit http://content.evergreensys.com/service-catalog-webinar-services-delivery-argonne
The Service Catalog is not a Request Portal. The terms are often used interchangeably due to lack of knowledge, which can cause confusion for IT and IT's customers.
Over the past year, Evergreen conducted dozens of one-day Service Catalog workshops around the U.S. Attended by more than 500 people, a recurring theme we noted was that many attendees thought they had a Service Catalog, when in fact they actually had a Request Portal.
IT needs to increase its focus on 3 important areas:
Delivering services customers want and need
Better alignment with the needs of the business
Cost transparency to give visibility to the cost of services
Learn more and access the webinar recording at:
http://www.evergreensys.com/it-webinars-whitepapers-evergreen-systems
#servicecatalog #itsm #servicenow #itservicecatalog
This document discusses HUIT's approach to IT service management using ITIL processes and a service taxonomy. It outlines benefits of adopting ITSM including better alignment of services, improved customer service, and a more service-focused culture. HUIT has taken a phased approach to implementing ITIL processes like incident, change, and problem management and establishing a service taxonomy to bring structure to its services. The presentation reviews lessons learned and outlines plans to further mature processes and tools like a service catalog to enhance user experience.
The document provides an overview of an ITIL training session presented by Nas Khilji. The session covered:
1) The benefits and contributions of ITIL for organizational IT service management in the UK, including an overview of ITIL V3.
2) How to embed ITIL processes and functions into an organization's IT services, including roles, service strategy, service design, service transition, service operation, and continual service improvement.
3) ISO/IEC 20000 and how it relates to ITIL as the international standard for IT service management based on ITIL best practices.
IT Service Catalogs are dangerous. It’s easy to create hundreds of services, fast – with little oversight – and it will kill your Service Catalog initiative. Your customer will see it as inconsistent, complex and confusing – and stop coming. It doesn’t have to be that way. Evergreen shares best practices on creating and using a consistent Service Design Process. It actually saves time, simplifies your work, and gives you consistent quality. And it will make your customers happy.
Visit our website for the recorded webinar where we also demonstrate these best practices in our beautiful and innovative, customer-centric Service Catalog built with ServiceNow.
http://content.evergreensys.com/it-service-catalog-webinar-service-design-process
Best Practices for Implementing a Service Catalog and Enhanced ITSMhdicapitalarea
The document provides an overview of an IT service management presentation by Keith Schofield on ITIL service catalog and service level agreements. The presentation agenda covers an introduction of Schofield and Serena Software, discussions of the ITIL service catalog and service level agreements, and the road to implementing them.
Personally designed (content + graphics design), officially accredited DSDM® AgilePF® (Agile Project Framework) Foundation courseware.
DSDM®, AgilePF® are a Registered Trade Marks of Dynamic Systems Development Method Limited.
Trademarks are properties of the holders, who are not affiliated with courseware author.
The Best of Both Worlds: Creating a Business Service Catalog and Technical Service Catalog
If you are having a difficult time determining the scope of services to include in your service catalog, consider developing two service catalogs: a business service catalog that is visible to customers, and a technical support catalog that is used internally by IT. This session will provide a unique perspective on IT services, as well as on creating, maintaining, and utilizing service catalogs and service portfolios. The session will focus on practical guidance, critical process relationships, real-life examples, and interactive learning.
See how to integrate the best-practice project management standard PRINCE2 with agile development methods like SCRUM or DSDM Atern. Speed up your projects and stay in control.
Case Study: Turning a Big Ship–Transforming IT Silos into IT Services at the ...Cherwell Software
Starting with 1,100 IT employees, 105,000 end users, IT organization silos, and a lot of incidents and issues, we undertook a major transformation effort centered on Cherwell Service Management (CSM) in 2013. We implemented new incident, request, problem, change and service levels including a service catalog, service portal, dashboards and metrics. The scope of our efforts included not only implementation of CSM, but new processes, organizational roles, and reporting metrics. The session covers our approach, successes, challenges, and lessons learned through this transformation to turn the big ship.
Defining Services for a Service CatalogAxios Systems
The document discusses designing and defining services for a service catalog. It outlines that a service catalog involves defining IT services and components, as well as business services, and mapping their relationships. It also discusses involving both IT and customers to understand key needs and priorities. The document provides guidance on how to structure services in a service catalog hierarchy and design the various elements and views needed, including user, business and technical views. It emphasizes the importance of strategy workshops to get input from stakeholders and ensure buy-in for a successful service catalog.
This document outlines various service catalogs including IT, facilities, and human resources. The IT service catalog allows end-users to get help, request equipment, and access required services simply. Facilities services can quickly deliver maintenance, repairs, and installations. The human resources catalog presents predefined benefits, payroll, and employee relations services.
Personally designed (content + graphics design), officially accredited AgilePM® V2 (Agile Project Management V2) Foundation courseware.
AgilePM® is a Registered Trade Mark of Dynamic Systems Development Method Limited.
Trademarks are properties of the holders, who are not affiliated with courseware author.
CMDB - Strategic Role in IT Services - Configuration Management Moves Front a...Evergreen Systems
Most CMDB’s have not delivered any real value. Although we have collected and stored lots of data, the CMDB has been a solution in search of a problem. No longer. As IT moves from technical activities to customer centric IT services, the CMBD plays a critical, strategic role.
As we build and deliver IT services to our customers (employees), IT Service Owners will be very visible – and intently focused on delivering high quality outcomes, on time, with service availability and cost as advertised. Without effective configuration management, this cannot be done.
Please join us as we explore the new strategic role of the CMDB, and how processes, people, costs & technologies converge into services – with the CMDB aligning, connecting and managing the configuration items to make this all possible.
We will also demo our always evolving view of a very advanced, self-service catalog & portal, with a focus on the service owner & the role of the CMDB.
Full webinar recording available at:
http://content.evergreensys.com/cmdb-webinar-it-services-strategic-role
This webinar discusses shadow IT and provides 5 steps for IT to improve relationships with business units and take back control. The presenters define shadow IT, explain why it is growing due to business perceiving IT as too slow, and the risks it poses. They then outline 5 steps: 1) understand current perceptions of IT, 2) understand business needs, 3) build a shared roadmap, 4) create a culture of service, 5) implement services based on the roadmap. The webinar aims to provide best practices for IT service delivery and improving business-IT relationships.
Customer service is easy, right? Pick up the phone or ticket and resolve the issue. Simple? As experts in our field, we know that it is not this easy and it can be difficult to keep the right staff, supply the right answers, and maintain right time frames. Join us to hear tips that may make your job a little easier.
The IT Organization and Governance Model beyond 2014:
- What is happening around you?
- What is more important than ever influencing IT?
- What does that mean for your IT strategy?
- How to derive your Lean IT Organization and Governance Model from your updated IT strategy?
- How to implement your Lean IT Organization and Governance Model?
Incident, Problem, Change, Knowledge…and Service Catalog? A Powerful Circle. Evergreen Systems
For years ITSM has been done the same old tired way – Incident, Problem, Change and a little Knowledge – because that’s what we know. But it does NOTHING for our CUSTOMER – their experience doesn’t change at all.
This is no longer good enough.
Tying Service Catalog with Incident, Problem, Change and Knowledge changes the answer to the question, “Why are we doing this?”
Please join us as we explore the powerful links between these five, how this changes the way we think and how this can powerfully (and positively) impact the value your IT organization delivers to your customer and your business. It’s time to demand more.
As always, we will demonstrate these concepts in our constantly evolving view of a very advanced Employee Self-Service Catalog & Portal, built on ServiceNow technologies.
Recording with demo available at http://content.evergreensys.com/service-catalog-webinar-incident-problem-change-slides
.
This document discusses how to build a successful service landscape based on three pillars: standard and simple, shared service management, and service integration and management. It emphasizes that happy employees result from an effective service landscape and lead to happy customers. The key is to manage the service landscape across an organization based on these three pillars.
Good or Bad, you still manage your services. But what matters is "How well" you do it
and again...
It is not the employer who pays the wages. Employers only handle the money. It is the customer who pays the wages.
-Henry Ford
Results from ITSM Survey
Disclaimer: Completely independent report compiled through direct linkedin connections and not through any associated companies or affiliated agencies.
This document discusses factors that improve IT department and individual performance. It outlines 4 enablers of employee engagement: strategic narrative, employee voice, integrity, and engaging managers. It also discusses 10 determinants of service quality for IT departments: reliability, responsiveness, competence, access, courtesy, communication, credibility, security, understanding, and tangibles. Finally, it lists 13 ground rules for success in the information age, such as becoming a quick-change artist, committing fully to your job, and adding value. The document provides background on each topic and exercises for employees to assess their own performance.
What is a Digital Strategy and Why Do I need one?Lee Stevens
This document discusses the need for organizations to develop a digital strategy and provides an overview of what a digital strategy entails. It outlines a 5-step approach to developing a digital strategy that includes assessing the customer experience, organizational goals, current systems, then developing and executing a digital plan. It emphasizes that a digital strategy is not an IT strategy, but a holistic and human-centric approach to improving processes and enabling organizational strategy through technology.
#15NTC NTEN Help Desk or Service Desk? (Align Nonprofit Technology)Steve Heye
We all know the traditional meaning behind an IT Help Desk: something breaks, you call, we fix. Moving to an IT Service Desk can add further meaning: we also work with you on the goal. But, with both of these, we still have a problem. IT has to wait for the organization to have a specific request to react to, we become a store where the customer is always right. Well guess what? The customer in this case is not always right, and IT should not be managed in a way that forces it to only fill requests and fix things. We will talk about how to manage a help desk while still allowing IT to be a partner to the organization.
In an era that is seeing businesses transform themselves from a slow, paper-based organization to a fast, reactive digital enterprise, not ensuring that your help desk stays up to keep pace with your business goals and needs can be a crippling and, ultimately, costly detriment to your company.
Join George Spalding, Executive Vice President of Pink Elephant, and Adam OBrien, Product Marketing Manager for SunView Software, as they take a look at 5 key ways you can avoid the death of your service desk while optimizing your platform to meet the demands of today's high speed digital enterprise.
Learn how to use Cherwell Self-Service Portal to drive productivity, increase “call avoidance,” create an educated end user community, and maintain visibility into reporting and metrics that matter. Topics will include the following: how to design the self-service portal for user acceptance (ease of use, one-click functionality); how user feedback drives innovation; rich service catalog; and knowledge offerings.
This session will also include how to integrate the functionality most important to your business.
This document summarizes a proposal from ITside Consultancy to implement a new IT system for a small retail chain. The proposal includes implementing an electronic point of sale system, e-commerce site, customer loyalty program, and inventory management system. The solutions aim to improve efficiency, increase online sales, and develop customer relationships. The proposal discusses requirements, solutions, risks, costs, timeline and references a past successful project. Implementation is estimated to cost $82,087 with a 1.5 year payback period and 33.25% annual ROI.
BUILDING A STRONG FOUNDATION FOR SUCCESS WITH BI AND DIGITAL TRANSFORMATIONJen Stirrup
The objective of Digital Transformation is improve the quality and resilience of digital services to serve customers better, and data is a cruel part of fulfilling that ambition. As the organisation moves forward in pursuit of its strategic ambitions, it will need to remain focused on the stabilisation and improvement of existing technology and data foundations. To succeed, organisations need continuously strive to improve data, systems and processes for people using digital solutions; it is not simply digitising paper processes. The challenge of digital transformation is to work with people, but how can you build systems that serve them well to achieve and deliver more in a customer-focused way? Innovators will relish the opportunity to adopt new technology, but laggars are often waiting for proof that this will help them deliver better services or products. The challenge is that the adoption of digital solutions varies significantly from one person to the next, one team to the next and one organisation to the next. In this keynote, there will be a discussion of the industry landscape followed by takeaways that will help digital transformation in your organization.
1. Do more than get the basics right
2. Build confidence in changes through better use of data
3. How to oversee delivery while considering strategy
Through the Eyes of the Connected Consumer: Gain Visibility and Insights to I...Perficient, Inc.
ind out why 30% of Fortune 100 companies rely on IBM Tealeaf to help them become customer-centric organizations that deliver better digital customer experiences. In this slideshare, we look at real customer implementation stories and discuss how your organization can:
Increase conversion and adoption rates
Better understand online customer behavior
Eliminate roadblocks that erode customer satisfaction
Pinpoint and resolve the issues that have the most significant impact on revenue
CRMready Webinar Series - Part 2 - Planning Ahead for CRM at Your NonprofitTheConnectedCause
In the CRMready Webinar Series, The Connected Cause takes a look at what CRM is, how to establish reachable goals, and what benefits a CRM implementation can bring to your nonprofit organization. In Part 2 they are joined by Heller Consulting and JDRF who gives a case study on how Heller was able to help them with their CRM implementation and what it meant to their organization and mission.
Aspect’s new Agent Experience Survey reveals the attitudes and opportunities customer service agents see as chatbots move into the contact center. By handling more of the complex questions that chatbots don’t, customer service agents see a lot of potential to improve their skills and provide greater value to the company.
Andrew Shepherd - Rethink the service desk role to change its image foreveritSMF UK
The document discusses the evolution of a company's service desk. It proposes a strategy to improve the service desk by focusing on three areas: meeting IT teams to understand their functions, meeting business units to understand their needs, and improving documentation. This strategy aims to identify and promote talent, increase knowledge sharing, utilize staff creativity, and improve relationships between IT and business units to better deliver value. Trend analysis of incident closure codes is also proposed to understand workloads and reduce escalations. The strategy's goals are to improve support for both the business and the service desk.
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The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
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2. 2
Speaker Bios
DON CASSON, CEO,
EVERGREEN SYSTEMS
Don has led Evergreen
Systems since its founding in
1997. Over the years he has
spoken at conferences,
authored white papers and
been interviewed for
numerous industry
periodicals.
Contact:
dcasson@evergreensys.com
JEFF BENEDICT, ITSM PRACTICE
MANAGER, EVERGREEN
SYSTEMS
Jeff manages the ITSM practice
at Evergreen and has worked
with ITSM tools for 15+ years.
Jeff is an active contributor to
the Evergreen Blog and Twitter.
(twitter.com/JeffSBenedict)
Contact:
jeff.benedict@evergreensys.com
3. 3
Today’s Agenda
• About Evergreen
• Fresh Thinking on IT Self Service
• Evergreen’s Self-Service Catalog & Portal (built
on ServiceNow)
• Possible Next Steps / Q&A
4. • 80-person U.S. IT Consulting Firm
• Worked with hundreds of Mid-Market,
Fortune 1000 Companies and Public Sector
Organizations
• Full lifecycle firm with deep ITSM / ITIL
transformation experience
• One of Top 5 ServiceNow U.S. partners
• Primary Focus – “Customer-Centric IT
Service Management”
4
About Evergreen Systems
Sample ClientsQuick Facts
5. 5
Traditional ITSM – Where’s the Customer?
Incident
Change
Problem
Knowledge
Self Service Catalog &
Portal
Here I am!
6. 6
Start With the Customer – Change What You Do
Self Service Catalog
& Portal
Change
Problem
Knowledge
Incident
7. 7
Two Useful Guides
13 page dictionary of Services
definitions – ITIL & beyond
Taxonomy definitions, best practices
and framework guidance
9. 9
Useful Grounding
Self Service. The serving of oneself (as in a restaurant or gas station) with
goods or services to be paid for at a cashier’s desk or by using a coin operated
mechanism or credit / debit card.
Webster’s def…
Self Service is over the phone, web, and email to facilitate customer service
interactions using automation. Self-service software and self-service apps (for
example online banking apps, web portals with shops, self-service check-in at the
airport) become increasingly common.
Wikipedia def…
ITIL def…
Customer. Someone who buys goods or services.
12. How Do Your Customers Feel About It?
12
• They want it
• 75% prefer online support (if it were reliable)
• 91% would use a single, online Knowledge Base
• They’re not too happy with most
• 37% currently even try
• There are great ones out there
14. Where Do We Start?
14
High Volume
Highly Repetitive
Simple, Consistent
2-3 Solutions meet the
80/20
What Are We Looking For?
Where Do We Find It?
10-20% How to?
20-30% Status checks
30-40% Requests
15-25% Something is broken
15. Design From the Customer In,
Not IT Out
Design Management Needs
In From The Start
Give the Customer
What They Want to
Get What We Need Customer
Experience
Execution
Effectiveness
Governance &
Accountability
Balanced Design Principle
15
Build for the Providers Too or It Will Not
Work
16. 16
Do Some Detective Work
Mine the data you have
1) top 10 incidents
2) top 10 requests
3) top 10 “How do I” requests
Do some detective work
1) interview your level 1 team
2) interview some customers
Captive needs drive stickiness!
23. 23
Create a 10% Better Portal
One Good Place to Interact with IT
• Simple & intuitive
• Easier to request support than today
• Self service place to check status
• Search for answers in high value
knowledge
• Build a few simple, high value self-
service interactions
25. Demo our Self Service Catalog & Portal yourself!
One-Day,
Private Service
Catalog Workshop
$3,950
Possible Next Steps?
http://www.evergreensys.com
25
Get a copy of our Services Definitions
Dictionary or our Service taxonomy Users
Guide – email
marketing@evergreensys.com
26. 26
• Questions?
• Thank you for your time.
www.evergreensys.com
Additional webinars and white papers available at:
http://www.evergreensys.com/it-webinars-
whitepapers-evergreen-systems
Wrap-Up
Hinweis der Redaktion
Hello all and thanks for joining us!
I am Don Casson, CEO of Evergreen and with me is Jeff Benedict who heads up Evergreen’s ITSM practice, and leads our Innovation efforts.
If you are new to our webinar series, welcome. If you are a past attendee thanks for joining us again. Our goal is to share valuable information & insights you can use in your planning and activities right now. The topic we will explore today is, fresh thinking on IT Self Service
Here is our agenda-
After a very little bit about Evergreen, we will dive into our topic.
Beyond that we will briefly demonstrate some of the concepts discussed in our always evolving view of a very advanced, self-service catalog & portal experience, built on ServiceNow.
Then we will answer some questions if you have any. At any time during the webinar you may submit a question using the Q&A function.
Evergreen is a US based consulting firm and we have worked with hundreds of mid market, Fortune 1000 companies and public sector organizations to improve their IT Service Management execution.
We are a full lifecycle firm, or in the words of one customer, “you have both process and technology in one company.”
We are one of the top 5 US ServiceNow partners and have over a decade of domain experience in each area of the ServiceNow portfolio, but we view all of this from a perspective of customer centric IT Service Mgmt.
At Evergreen we think Traditional ITSM thinking is wrong, because it puts the customer – the people we are really doing this for – last! Hard to believe but true.
How can this happen?
First – Tradition. “This is how its always been done”
Second – we don’t know how to put the customer first. What do they want? What are the best practices? How do we build it?
Third – we DO know traditional ITSM REALLY well – so we do that.
Unfortunately, its wrong.
We need to start with the customer. If we do, it will change what we do. Here are a few examples:
For Incident – rather than thinking about how to handle Incidents, we will focus more on how to eliminate or automate them.
For Change – rather than always thinking about managing change – instead we will think about how to eliminate or streamline changes.
Knowledge can become Search & Learn – a place for powerful, social self enablement.
Start with the customer and it changes what you do!
We create and use a lot of tools and artifacts in our consulting work. Over the past couple of webinars I began offering some guides we use every day. Our Services Definitions Dictionary and our Service Taxonomy Use guide – and quite a few of you requested it.
For the Dictionary we reviewed all of the ITIL definitions and extracted out any related to Services including Service design, delivery and management. Then we added or extended definitions where ITIL was not sufficient. Last, believe it or not, there are some ITIL Service definitions we don’t recommend you use – so we have two sections – recommended and not recommended.
Managing 10 services is easy. But how about 100, or 200? It gets a lot harder, but it’s important to prevent duplication and confusion. Our Service Taxonomy Guide may help – it explains the purpose and use of a taxonomy, provides a set of relevant definitions, high level best practices, and an example taxonomy structure that works well for organizing IT Services and Requests.
if these are of any interest, at the end I will tell you how you can get a copy.
Self Service. In IT it is powerful, wonderful, efficient – and rarely used. Mark Parisi captured it perfectly here. I think this is more or less how we see self service in IT. Its better just to personally do all the manicures than to have the cats tearing up the joint.
Here are a few definitions for today to help get us on the same page. I pulled two – Customer and Self Service. Interesting to note – the term self service is not defined in ITIL. So I started with customer - someone who buys goods or services.
Then I went to Websters for self service. It sounds like it is straight out of the 50’s. The serving of oneself as in a restaurant or gas station, with goods or services, to be paid with a cashier’s check or coin operated mechanism...” The only non self service gas stations I know of are in NJ, and last time I was there they weren’t taking any cashiers checks.
So we go to Wiki to get a more current definition of self service which centers on customer service interactions using automation – over the phone, web or via e mail.
Why does IT want self service? It is nearly entirely based on what IT wants –
Cut Cost cut cost cut cost – every day, week,, month and year
Do more with less do more with less and do more with less
Its certainly not entirely our fault - Its drilled into our heads.
So we hope self service is a way to do this. And oh yeah, if there’s any time left over – we want our people doing higher value work.
These are the old reasons – the past. There are better reasons.
While this may not have fully been embraced by your organization yet – enlightened IT organizations are seeing it and moving fast. It is coming for the rest of us. The consumerization of IT is happening because our customers (and us) have seen a much better way in our personal experiences, and the unrest is steadily rising.
IT does not have to do everything – it only needs to provide access to valuable services. The grocery store doesn’t make everything on the shelves – they buy a lot of it and resell it. IT is a grocery store. IT is a broker of awesome functionality – to be consumed by its customers in a safe, easy way. And like a grocery store – if a particular product is no longer very desirable (think legacy systems) well they pull it off the shelf, because the shelf space is too valuable to waste.
This perspective changes IT – it releases the attachment to what is being provided and focuses on what should be provided – which then changes IT from reactive and defensive to proactive. IT begins to see opportunity – to lead innovation, to explore what its customers might need to do do better – and bring it to them – to fuel creativity.
IT evolves - to seeing its role of connecting customers with capability.
For those of us who may have experimented with self service efforts, we might say something like, we built it but the customers wont use it. The question is why not? Is it because customers don’t like self service?
a 2012 Amdocs survey done by the firm Coleman Parkes interviewed 2900 smart phone users in the US and Canada. 75% of them prefer online support to speaking with someone – providing the online support is good. A staggering 91% would use an online knowledgebase to answer question, triage problems – if it were good. But for the same 2900 there is a big gap – only 37% currently even try online – because its not very good.
In fact, the same study showed that more than 40% end up calling in after they cannot find answers to their questions.
According to Gartner – 2010 – 40% of service desk contact volume could be solved by self service – only 5% actually is. This is a little dated but to be honest, but I haven't seen a huge increase in effective use of self service with companies I meet with, over the past 5 years.
So. People clearly do want it, but only if it is any good. And, if you believe Gartner – nearly half our interactions could be eliminated, but few really have. So the question is – maybe its not even possible to offer good self service? But we know that is not true.
It can be done. There are great ones out there. For 9 years Amazon has been rated the number 1 retail experience in the world – and you can’t even talk to them.
So if we have tried and it didn’t work, why not? Here are some common reasons.
We built it to meet our needs, our goals – not with the customer’s needs in mind – which takes more work. So we did it fast and as such it was probably ugly, complex and confusing. Also since it was driven by our needs it was reactive from the customer’s perspective –as opposed to talking to them, finding out what they do need most and building some of that. Also since we have no time and we need to move fast – every bit of self service we did offer was quickly hand built by whomever was providing that service – so there was no common approach or consistent look and feel – but a bunch of rifle shots instead – which customers hate!
Whether we realized this or not - it was too much work for us to do it right.
so lets start fresh. As we look at how to do this better, how to create self service that customers will like and use – that also helps IT, we are really going to focus on getting started – phase 1 as it were. Because some organizations do have some self service capability built, I believe most organizations are still in the starting blocks as far as self service options that their customers actually like and use.
Since it takes time and money to built good self service functionality, we want to make sure anything we tackle is worth it. Here’s what were looking for –
High volume – if we only do something 3-4 times a year – is it worth the effort?
Highly repetitive – if we do it a lot, but every time it is completely different and we cant change that – then its not a good candidate.
Is it simple and doesn’t change a great deal over time? If so it is easier to build the self service solution and it will be viable for a nice length of time.
80/20 – what are the 3-5 things that are, or could be the same – in any area – and meet 80% of the needs. This is what we are after.
On the lower RHS – here is generally where we will find these things in our current interaction buckets with our customers. How tos, status checks, requests for something, something is not working.
This is a good place to call out one of our service design principles. Every service involves three constituencies - the Customer, the Providers and the Managers. All must be involved and have their needs met to create any truly viable service – self or otherwise.
To achieve these goals Evergreen follows a principle we call Balanced Design. If we begin by designing for the customer in a way that they love it and want to use it – we can also get what we want, and have it driven by the customer’s own self service actions. Give the Customer what they want to get what we need.
What is at the heart of each constituent’s needs?– we believe it is Customer Experience, Execution Effectiveness and Governance and Accountability.
Keeping in mind the 80/20 principle – 80% of the services you want to provide can be found in 20% of the total. And starting out, we are looking for the higher volume, repetitive tasks IT does day in day out. So we start by mining the data you have.
What are the top 5 incidents, the top 10 by volume? If any one is a combination of a couple of scenarios – is there a common thread to them? What is the true root cause – ie- why (not how) it failed, of the incident or group of incidents? Once we understand this, now we look to eliminate or automate through self service. Is there a change we can make in our standard processes that would eliminate the root issue? Is it a cost / benefit consideration? If we can’t eliminate it – can we automate some or all of the repair / restoration of service and put it in the hands of the customer through self service?
Now apply the same line of thinking to the top 10 requests and top 10 How do I queries.
What if you don’t know these? It can happen, but you can still progress. Be a detective – go interview your Level 1 folks and go interview some customers. Even if you do have your Top 10- do this. For L1 – what are the top repetitive items you deal with day in day out? What is the most frustrating thing you have to deal with? What is the most enjoyable part of your work day? What do you think customers want that we are not paying attention to? What is the dumbest problem we haven’t fixed? If you had a magic wand what would you change?
For customers – what do you like best about IT? Why? What do you like least about IT? Why? If you could name 3 things that IT could do to make your work life better, what might they be? What is your favorite customer experience – Amazon, Zappos, Netflix? And if you had a magic wand….
Last Let’s talk about Captive Needs. These are things your customer HAS to come to you for. They are magic because they are sticky, as you improve what you do for them every day, they notice – and at some point it in this evolution it changes - from having to come, to wanting to come. Are you worried about shadow IT and changing the perception of IT in your customer’s eyes? Then start with your sticky needs and make them terrific – don’t see the customer as your captive, but see this instead as a magic lever to change your relationship with them.
Apple recently recorded a 17 billion dollar quarterly profit – the highest, by any company, ever.
Beauty matters. Customers loving your product matters. Ask Apple.
A lot of you have or may eventually use ServiceNow, it is a great, flexible platform. This is what the end user experience looks like out of the box versus Evergreen’s out of the box. It is very functional, but It looks like it was designed by IT. Like the eye doctor says during an examination – this, or this, which is better? Which might your customer prefer?
Simplicity and usability are part of a beautiful experience. Everything you might need should be close at hand, simply communicated and readily understandable. Evergreen follows 5 core principles in the design of every aspect of a customer portal & catalog – it must be Simple, beautiful, complete, predictive and leading.
Start with a beautiful customer portal. This can be a significant improvement in the eyes of your customer.
How do customers request services from you today? Is it a complex interaction, via e mail, on the phone? Do they really love it? If not – good! We can start with creating a better way for them to request services – this alone could make them happier and get them coming to your self service portal! Notice on the upper right hand side, we are leading the customer to quickly and easily definer their problem – in a way that also helps us – and at the same time as they provide information – we are feeding them possible resolutions for self service / slef triage on the RHS. But--- at any point where they no longer want to interact –we offer them and easy way to interact with us – notice the chat and phone numbers at the bottom of every page.
We don’t have to follow this approach – at the bottom we have a more direct interaction approach - its up to you – with multiple ways for the customer to choose how / when they want to interact with us. No matter how you proceed – there must always be an EZ button escape hatch for the customer – thus they never feel trapped in self service.
Here is another terrific Phase 1 self service capability that can make a big difference – status checking. No one wants to be in the dark as to the status of any request – and no one likes having to call in to find out what is happening. You don’t like it either. So publish the progress / status to the portal.
As you can see – status is very visible on the portal – “my requests” and you can easily see a list of both open and closed requests. And not just for IT – but other shared services like HR – if you so choose.
There is often a lot of grumbling from IT when we talk about status updates – too much detail, it will confuse the customer etc. What is important to recognize is tha the customer wants to see progress, consistent with the timeline they were promised – then they don’t care about the details.
As you can see on the top example – status is simple, 4 phases shown the green chevrons – approval, assess, provide and complete. The one below adds add itional detail on steps – how much you show is up to you – but its not as difficult as it is often made out to be.
I am calling this high value knowledge – but we are really applying an easy way to profile some very frequent requests for easy access in the knowledge area – as well as some common answers. Notice at the top the user can search, can collaborate with a user community or can click the red button for immediate help.
As far as the EZ button goes – did you notice there are 5 different bailout points on this screen alone?
Here we are looking at an example of self service & automation for a common request - access to box for storage. We have built complete end to end automation of the box request, which in this case is automatically approved for this customer. The block at the top shows the task progress steps – with an additional enhancement. By selecting view details, we can provide the step by step progress in much more detail to the customer – answering practically any question they might have as to status without having to call us.
Our phase 1 solution just has to be 10% better than what our customers have today – and they will use it. It should be simple and intuitive, easier to use, give us the ability to check status, offer a little bit of high value knowledge that is easy to find, and maybe a few simple high value requests or services.
And – don’t forget the EZ button – always make it easy for the customer to interact with you quickly.
If you found this interesting and wonder what might be a logical next step, here are a few options.
If you are interested in our advanced Self-Service Catalog & Portal, it is available as a self-service demo. You can get your own login on our website – follow the front page banner.
Or perhaps you are considering a broader Service Catalog initiative but aren’t sure where to start. Evergreen offers a one day, private Service Catalog Workshop on your site for up to 15 attendees. It educates your team and creates a common language and direction. You can save months of effort in consensus building and get your program moving. We feel like it’s a real value at less than 4 thousand dollars, including travel.
Last – as I mentioned, if you would like a copy of our Services Definitions Dictionary or Service Taxonomy Guide – just email marketing@evergreensys.com.