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Representative POMs are described for IT Service Life Cycle Management at each level of maturity.

1Initial

• Practice

  Start to plan how best to introduce new, and update existing services.

  Outcome

  The stability of some key services is increased.

  Metric

  The % of service introductions which include a pilot/testing phase.

• Practices

  • Begin to define processes, rules or incentives for decommissioning.
  • Drive decommissioning by individual change requests.

  Outcome

  Basic decommissioning has started.

  Metric

  The % of service decommissioning opportunities that are driven by individual change requests.

• Practice

  Consider how to improve services.

  Outcome

  Some service improvements are considered for execution.

  Metric

  The % of service improvements that are driven by individual change requests.

• Practice

  Plan how to cost charge internal customers for the use of services.

  Outcome

  Start of service cost charge to customers.

  Metric

  Existence of service cost charge.

2Basic

• Practice

  Manage service introduction in an effective manner, and include a piloting and testing phase for large projects.

  Outcome

  Services are more stable when they are released.

  Metric

  The % of service introductions that include a pilot and testing phase.

• Practice

  Ensure that key underutilized or redundant services are decommissioned.

  Outcome

  Underutilized or redundant services are decommissioned.

  Metric

  The % of service decommissioning opportunities that are identified by customer-facing processes.

• Practice

  Establish a process for customers to suggest service improvements.

  Outcome

  Customers have a channel to suggest service improvements.

  Metric

  The # of customer improvement suggestions.

• Practice

  Put in place an estimated service cost charge-back to customers for some services.

  Outcome

  Customers have a better understanding of the cost of consuming a service.

  Metric

  The % of services that have a service cost-based charge-back in place.

3Intermediate

• Practices

  • Introduce services according to business needs and as part of a formal release management process.
  • Ensure a rollback procedure is set up and tested before introduction.

  Outcome

  A process/capability for introduction and rollback of changes exists.

  Metrics

  • The % of services introduced using release management.
  • The % of attempted rollbacks that complete successfully.

• Practices

  • Ensure decommissioning processes are well-defined (including roles and responsibilities).
  • When a service is decommissioned, ensure the impact to all related services is assessed and any redundant components are identified and retired.
  • Decommissioning, though IT-driven, should be aligned with business priorities.

  Outcome

  Underutilized or redundant services and hardware are decommissioned.

  Metric

  The % of savings made via decommissioning.

• Practice

  Base all service improvement decisions on an effective continual feedback process ensuring that there is a knowledge capturing process in place.

  Outcome

  Service development benefits from operational feedback.

  Metrics

  • The % of recommendations made to development that come from operations.
  • The % of recommendations made by operations that are implemented by development.

• Practice

  Establish an estimated service cost chargeback to customers for all services that is based on cost-per-service components.

  Outcomes

  • Chargeback is more accurately linked to cost of service component costs.
  • Customers are provided with greater transparency in relation to service costs.

  Metric

  The % of services with unit price and service level.

• Practice

  Ensure a relationship between service pricing and costing is formulated.

  Outcome

  The organization understands price versus cost of IT services.

  Metric

  The % of services with cost versus pricing formally defined.

• Practice

  Regularly review service pricing.

  Outcome

  Business units are charged the most up to date price for the services they consume.

  Metric

  The frequency of pricing reviews.

4Advanced

• Practices

  • Couple service introduction with a change management process.
  • Inform and train customer and IT staff before a service is changed/introduced.

  Outcome

  Service introduction causes minimal disturbance to the business.

  Metrics

  • Mean time taken to introduce a service.
  • The % of requests that result from service introduction.

• Practices

  • Establish well-functioning decommissioning processes across the whole organization with a focus on reusability of components.
  • Encourage active engagement between IT and the rest of the business to identify and assess potential services to be decommissioned.
  • Have IT clearly articulate the impact of decommissioning — both in terms of costs and service levels.
  • Ensure that automated decommissioning is in place when appropriate (e.g. virtualized servers).

  Outcome

  Unnecessary redundancy is minimized.

  Metrics

  • The % of redundant services decommissioned.
  • Money saved via decommissioning and component reuse.

• Practices

  • Establish a regular, collaborative feedback process (customer operations and development, operations to development).
  • Measure service variances using agreed KPIs.

  Outcomes

  • Customer feedback is captured.
  • Service predictability is increased.

  Metrics

  • The % of suggestions coming from customers.
  • The % of deviation between actual and predicted service performance.

• Practice

  Use service pricing to steer strategic development of the services portfolio.

  Outcome

  Less strategic services are phased out.

  Metric

  The % of services that have business-aligned metrics.

• Practice

  Use automated service pricing to steer strategic development of the services portfolio.

  Outcome

  A self-service tool for service costing is available to customers.

  Metric

  The % of services where there is tool-support for pricing.

• Practice

  Have a review cycle for service-pricing prior to the budgeting cycle.

  Outcome

  The business units can rely on constant service prices for the complete planning cycle.

  Metric

  The % of price changes which occur out of cycle.

5Optimized

• Practices

  • Align release management, including service introduction, with business needs and schedules.
  • Establish interfaces to the key surrounding processes (e.g. Asset Management, Demand and Supply Management, People Management, etc.).
  • Establish service introduction both internally and externally as a key differentiator.

  Outcome

  Services are introduced into operation with minimal effect on the business.

  Metrics

  • Resource costs per release.
  • The amount of service time lost due to release activity.

• Practices

  • Assess decommissioning of services and components as part of all change projects and programmes across the business ecosystem.
  • Articulate the impact of decommissioning of services, in terms of service improvement and cost, so that it is clearly understood by business and IT stakeholders.

  Outcome

  Services that are not strategically valuable or operationally essential are decommissioned.

  Metrics

  • The % of services in the portfolio that are strategically important.
  • The total cost of non-strategic services in the portfolio.

• Practices

  • Establish a proactive improvement process that is based on service measurement before customer requests arise.
  • Establish interfaces to the key surrounding processes (e.g. Technical Infrastructure Management, Supplier Management, etc.).

  Outcomes

  • Customer feedback is captured.
  • Service predictability is increased.

  Metric

  The % of deviation between actual and predicted service performance.

• Practices

  • Systematically manage actual service cost and price according to business needs and in line with market trends and/or IT strategy.
  • Link pricing to underpinning contract (UPC) cost development.

  Outcome

  Service provision is optimal, i.e. it is directly aligned with business needs and strategy.

  Metrics

  • The % of services with links to UPC cost development.
  • The % of services with systematically managed prices.