Service Catalogue
Identify each IT service offering and its components and establish a service catalogue describing the services available.
Improvement Planning
Practices-Outcomes-Metrics (POM)
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.