IVI Framework Viewer

Representative POMs are described for Service Catalogue at each level of maturity.

2Basic

• Practice

  Define key IT services, and create and maintain service descriptions.

  Outcomes

  • Key service definitions are available.
  • Users have an up-to-date description of the services they are consuming.

  Metric

  % of services that are formally defined.

• Practices

  • Create multiple service descriptions for each customer, and define the required service components for key services and service levels.
  • Make these descriptions available to business units on request.

  Outcomes

  • Business units can obtain service definitions.
  • Some service definitions include an indication of service levels.

  Metrics

  • % of services that have a defined service level.
  • % of service descriptions that are available to business units.

3Intermediate

• Practice

  Define most IT services effectively using IT terms, as well as service targets and the required service components for each level of service.

  Outcomes

  • Customers have a greater understanding of the services available to them, including service targets such as the time to fulfil a service request, the time to set up a service, or the time to reinstate a service after a major failure.
  • There is also a clear understanding of the components required to provide varying levels of service.

  Metrics

  • % of services that are formally defined.
  • % of service definitions that include KPIs.

• Practices

  • Identify a centralized, organization-wide service catalogue.
  • Put in place a process to ensure coverage of all services and service levels in the catalogue.

  Outcome

  Customers have access to a central catalogue of services and improved visibility of available services.

  Metrics

  • # of service catalogues (central/non-central).
  • % of services included in the service catalogue.
  • % of services that are dynamically updated within the service catalogue.

• Practice

  Establish an estimated service cost chargeback to customers for services, based on cost per service components.

  Outcomes

  • Chargeback is linked to the cost of service components.
  • Customers have greater transparency in relation to service costs.

  Metric

  % of services with unit prices.

4Advanced

• Practices

  • Define all IT services and express them in business terms, including business Key Performance Indicators (KPIs).
  • Prioritize these services based on their importance and relevance to the business.

  Outcome

  Customers can make the most informed decisions regarding service selection.

  Metrics

  • % of services that are formally defined.
  • % of service definitions that include business-aligned KPIs.

• Practice

  Ensure that all business units have full and transparent access to a dynamically updated service catalogue that is customized to different profile requirements.

  Outcome

  Customers can make the most informed decisions regarding service selection, as services in the catalogue are visible to users depending on their profiles (i.e. technical catalogue vs business catalogue).

  Metrics

  • Frequency of service catalogue reviews.
  • Mean time to update the service catalogue.
  • % of services that are dynamically updated within the service catalogue.

• Practice

  Integrate the service catalogue with the Configuration Management Database (CMDB).

  Outcome

  Integration with the CMDB provides connections to other service management and business processes (e.g. accounting).

  Metric

  % of services within the catalogue that are configured within a CMDB.

• Practice

  Undertake a review cycle of service pricing prior to the budgeting cycle.

  Outcome

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

  Metric

  # of price changes that occur.

5Optimized

• Practice

  Automatically adjust and document the components required for each level of service to remain relevant to business needs, and to take advantage of innovations across the business ecosystem.

  Outcome

  Helpdesk requests for information on services decreases and customers continually receive the required level of service.

  Metrics

  • Frequency of service documentation updates.
  • % of services that achieve the required service level.

• Practice

  Continually monitor and improve the service catalogue documentation and integration with the CMDB.

  Outcome

  The accuracy of the information held in the service catalogue is confirmed and there is increased efficiency of service configuration and management.

  Metrics

  • Frequency of review of service catalogue integration with the CMDB.# of service catalogue accuracy checks carried out per year.
  • Mean time to update the service catalogue.

• Practices

  • Systematically manage actual service cost and pricing according to business needs and in line with market trends and the 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, and delivered at the optimal cost.

  Metrics

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