8 Steps for Building a Successful Service Catalog

good afternoon everyone thanks for

joining us for another beyond 20 webinar

today we're going to be talking about

Service Catalog an eight step practical

approach to getting one of those rolling

I'm Lindsay with beyond 20 I'm going to

quickly introduce our panelists today

and then turn it over and we'll we'll

get started I'm just a quick note before

we get rolling however if you have any

questions go ahead and just enter those

into the chat bar I'm going to keep an

eye on that as we go and will rudely

interrupt our dear sweet panelists as

they're speaking so we can address them

as they come up if there's by chance

when we don't get to you we will

certainly contact you later to get back

with you but we will we'll get it

answered as best we can so first we've

got Andy rivers he's a senior advisor

with us at beyond 20 and we also have

brian flora who's a principal here both

have extensive extensive experience

working with all manner of vital and

ITSM processes but there's a lot going

on in terms of Service Catalog a lot of

wisdom they have to share so without

further ado I'm going to pass it over to

Brian and we will get rolling okay

sounds good Thank You Lindsey really

appreciate the intro gives us a lot to

live up to here so first of all I just I

see you know a lot of names on the

webinar that we know you know a lot of

folks that have worked with us in the

past but still some that that we don't

so I wanted to go ahead and give a quick

introduction of beyond 20 beyond 20 is a

what we like to say a 360 degree

consulting firm and what we offer we

specialize in IT Service Management and

in agile and scrum frameworks so that

really accounts for the lion's share of

what we do as an organization what we

believe is that process makes perfect so

the name beyond 20 really comes from the

idea that 80% of your mission critical

IT Service downtime ultimately comes

from what we call people and process

failures and only 20% really is

accounted for by heart

failures software failures natural

disasters and all the rest of those

things so the other 80% is really the

space that we play in and helping

organizations to kind of take things out

of the book stick you know best practice

frameworks like I told like CMMI like

scrum and and really figure out how do

we take those concepts on that theory

and turn it into real actionable

business value so that's that's really

at the core of what we believe in I've

been working with beyond 20 now since

2006 and had the opportunity to work

with in a number of organizations in

different sectors public and private

Andy Rivers who's here with us as well

is a senior ITSM adviser for beyond 20

as Lindsay mentioned he comes to us as

former associate CIO for the University

of Tennessee statewide system so I know

a lot of you guys are on this because

this is number three in our series our

higher education ITSM series and we're

going to continue doing those every

single month of 2015 and really trying

to start nailing off a lot of those

things that you see in the EDUCAUSE top

10 issues and and beyond that just

issues that we saw in that we see in our

higher education customers and that they

our customers are really telling us that

they want to know about and issues that

they're facing and a big one of those is

service catalog but all that Andy speak

to that a little bit as well its

background so forth yeah thanks Brian

you know as you mentioned the you know

service catalog is one of those things

that our education struggles in and

really a lot of places still struggle in

it and it's kind of surprising because

it's one of those things that's

fundamental to doing IT Service

Management but it is really hard to

quantify and identify the exact services

that we offer so often we win for years

of just doing IT and that's what we did

that's how we described it but now we

really need to come back and say okay

within that umbrella of IT what are the

services that we provide and in higher

ed especially that's such a wide breadth

of services that we offer from you know

student only services you know maybe

people that live in the dorms you got a

provide a service for internet service

for them all the way to you know faculty

have a unique service of helping them

design you know instructional design

those types of things so have a really

wide breadth of services that we offer

so not only do we have to identify those

but we have to be able to you know

present them in a fashion to our

customers that they understand it and

can consume it and so again this is kind

of a common thing we share across the

industry but I think it's especially

complex and complicated in higher

education yeah absolutely absolutely

well yeah thanks thanks very much for

that and and as you mentioned this is

something that our higher education

customers care about but I know a lot of

you guys are from other sectors as well

and this this is one of those that is is

something that every organization deals

with so the structure that we're gonna

deal with here today is we're gonna

start by first of all talking about what

a service catalog is we'll go into kind

of the business case for why should I

even care about this why does it make

sense to implement and adopt this kind

of an approach and to build a service

catalog and then once you've decided to

do so we're gonna get into the real kind

of meat of the presentation which is

what I suspect a lot of you guys came

for is to figure out okay so how do we

go about doing this this is something

people struggle with quite a bit so

starting out with the definition I told

calls this a database or a structured

document contains information about all

of your live IT services and that

includes those things that are available

for deployment even if even if they're

not yet in the live environment things

that we that a customer could request so

it's it's meant to be kind of a single

source of truth and its really meant to

be just like any other catalogue that

you you would think up so if you think

about you know the the Crutchfield or

j.crew or JCPenney catalogs all of those

things really exist solely for the

purpose of presenting to customers a

list of simply what is available and how

you would go about you know getting

those things another way to think about

it is like the menu in a restaurant that

and a lot of organizations if you're

dealing with if you're working in a

place where you don't have

a functional accurate you know current

service catalog it's very much like

running a restaurant without a menu and

you know think for just a moment what

what that might be people can just come

in and sort of order whatever they want

and in the meantime the folks that are

working back in the kitchen are just

absolutely killing themselves trying to

make sure that they meet expectations

and and so forth and not really able to

staff or plan or purchase appropriately

to meet that expectation and guess what

at the end nobody's satisfied when they

get the check right so that's what I

think any you were the one that that

said this a few years ago when you were

at University of Tennessee when we first

met yeah we were talking about that

concept and I think I remember you

telling me that you know it was not even

just like the restaurant that you guys

had had kind of that shadow IT popping

up so I remember you're saying something

along the lines of yeah it's not even

that they just come in and order

whatever we've got a whole group of

people back in the corner of a

restaurant that that have started a

little fire and they're barbecuing a

goat and then complaining to us about

what it's that it doesn't taste right

exactly it's almost like they set up

their own mini kitchen on the side and

then came to us and said I don't like

this food what you cooked it you know

and so you had that whole whole

different dynamic there exactly so

anyway the the purpose here of this

process is really just to produce and

maintain that defined catalogue of

services you're building the menu and

then what goes along with that is making

sure that that menu is not only there

but that it's accurate and that it's

current and that it's complete and that

you know it's consistent with the rest

of what's in your service portfolio so

you know sticking with that restaurant

analogy if I go in and I sit down and

you know order something off the menu

and the the way waiter says okay well

sorry we're out of that I pick something

else and they say oh you know what we're

out of act 2

well before you know it I'm gonna drop

the menu and say okay so what do you

have cuz clearly this isn't it right

I'll I'll automatically stop using that

and that's what your customers will will

do as well

now it's worth talking about the fact

that there you know we kind of talked

about two types of services or two types

of service catalogs and you might divide

them up this way you know first you've

got your customer facing services which

we talked about is a business service

catalog and 99% of the time when we say

service catalog that's what we mean

that's the menu that's the things that

we're showing to our customers you know

beyond 20 our website is really our

service catalog it's a way for you to go

and see all of the things that we offer

and and what those things cost and how

you would go about ordering and

procuring those things but then there

are also these supporting services the

Technical Service Catalog you know and

the restaurant analogy number one there

is the menu number two is really the

cookbook it's saying you know all the

other things that the kitchen needs to

know in order to figure out how to to

provide that yeah and I think this is

good you know to point out that you have

these two types of services and for us

an IT it's often hard for us to

distinguish the difference or maybe more

accurately a lot of times we just look

at the supporting services because

that's what we do day in and day out so

whenever we look at our service catalog

we think of things like oh we offer

database administration well we're

really that's not what the customers are

asking that's all we're offering to them

we're supporting an application for them

and database administration this happens

to be one of those supporting services

that we need so one of the things we'll

talk through as we go through these tips

is make sure you distinguish between

those two you know make sure you're

presenting your customer facing your

customers and make sure you have the

technical ones for your internal staff

yeah absolutely so you know let's talk

about why this matters I mean the you

know the the first thing that we that I

would say is that if we talk about

adopting IT Service Management about you

know you know implementing I toll and

starting to go down the service

management path and starting to make

that shift as an organization away from

focusing on just delivery of technology

and being the gatekeepers of technology

and more toward being a true service

organization well it makes sense that

the logical first step might be to


exactly what services would provide in

the first place you know what is it that

that we deliver so so that's really the

core of it for me and a lot of times

this ends up being a really good

starting point or jumping-off point for

for implementing service management

program or adopting I told based

practices right this really helps you

kind of get the foundation there okay

now we can start doing IT Service

Management because we have our services

defined until you kind of get that done

it's hard to really jump in through some

of these you know some of the ITIL and

IT service management processes because

you have to have that list of services

it also allows you to have a you know a

different and better conversation with

your customers because now you're

talking about services rather than

particular technology solutions and it

really drives more of the value

discussion rather than just the what's

up what's down type discussion yeah

absolutely so you know Before we jump

into the rest of this I'd like to do a

kind of quick informal poll if you guys

can just respond in the in the question

pane there where are you today with

Service Catalog do you have a Service

Catalog that's fully functional that

you're happy with you not have one at

all do you have one but maybe it's not

integrated with your service management

tool or its ad hoc or you know where are

you and then where do you want to be so

we'll just take a couple of minutes to

see what what you have to say on


okay I'm just gonna start rattling these

off here we've got quite a few responses

all over the gamut really we've got yes

we have one and it's defined we've got

no we don't have one at all a couple of

those we've got some works in progress

so that's something yeah a lot of not at


let's see trying to create one that's

great do not have do not have have a

catalogue that is primarily technology

application focus but are in the process

of transforming the catalog to true

business services let's see

you only have a framework of services

yeah we're kind of all over the place

here so what are you guys that are

trying to do this or not doing it what

are the biggest struggles that you're

running into what what challenge is

what's keeping you from having you know

a complete and current and accurate and

you know the service catalog that you'd

consider to be ideal

so while Lindsey's kind of going over

those responses I you know I think what

we saw there across the game but it's

pretty common you know some people

either haven't started or they're part

of the way and there's a few you know

out there ahead of the game they already

have it defined but I think one of the

challenges is even if you haven't

defined is not treating it like a

destination but you know we always say

it's a journey so make sure you don't

say oh we're done with the catalog let's

move on to the next thing because it

needs constant grooming it needs

constant sort of observations you know

going back to your example if I go to a

restaurant and I keep ordering things

off the menu and they're not there

anymore or it's different at some point

I stop looking at the menu yeah

absolutely absolutely I agree with that

looks like we've got I'm seeing a theme

here struggles with clearly defining

what's included in the catalog yeah that

looks like a common struggle and then

there's kind of your standard time and

resources question you know how do you

set time aside to make something like

this happen yeah now that's I suspected

that would be the case you know it's

funny we actually came up with this

started delivering this webinar based on

actually we had created a service

offering of our own so we do a two-day

facilitated Service Catalog development

workshop for our customers and that came

out of the fact that you know we do a

lot of tool implementations and other

types of ITSM consulting and one of the

challenges we found almost everyone had

was building a service catalog you know

we would go in to start getting the list

of services and I can remember one time

one of our consultants went into a

healthcare a hospital a customer that

you know they were trying to build their

Service Catalog into a into a tool and

when they showed up to the meeting they

had a spreadsheet with 2,100 different

you know quote unquote services and okay

these are the 2,100 services we have

well guess what you don't have 2,100

services and and it's not uncommon to

have people do that it's just you know a

lot of times it's hard to figure out

what the difference is between an

application and a service so between

hardware and software and and services

and really figure out what those things

are I mean the one

I'd give you is that I don't think that

I've ever seen your organization that

has more than about 50 services and 50

is really quite a lot you know that most

of the time you're gonna have you know

most IT organizations probably have

anywhere between you know 15 and and 30

services that's that's pretty common and

the rest of those things end up being

now we're talking you know customer

facing things we put in our directly in

our service catalog the rest of those

things might be supporting services that

IT uses or things that are kind of on

the on the backend okay so you know

let's let's jump right in since we've

identified what the challenges are we've

we've promised you eight steps and

that's what we have so the first step

that we're going to do here is to

identify and categorize our stakeholders

and we'll delve into each of these

individually here in a moment define

what our lines of service are we want to

build a template and create a catalog

template to finally categorize those

start mapping those services to

customers and then once we've done that

now we can start identifying what the

underpinning agreements are that that

support these things you know basically

looking at this and and figuring out

what the SLA is and OSR and so forth

define the KPIs and metrics that we care

about in terms of these services and map

those and include those as part of our

linkage to our service catalog and then

finally figure out how are we going to

if we want to make this as Andy was

saying a journey and not not a

destination we don't want this to be the

treadmill that you bought for Christmas

that now by February 5th there's

something you just hang clothes on this

is going to be something that we do on

an ongoing basis and so that means we

have to figure out how our service

catalog integrates with our other

processes and how we're going to manage

continual service improvement on this

thing and how that's going to work so

jumping in and identifying the category

and categorizing stakeholders I'll let

Andy take the lead on this part

yeah so one of the the main things you

want to be able to start doing is okay

who's gonna own this you know back to

you kind of I told fundamentals 101 you

need to have one owner and so again this

owner is not gonna be the one that's

responsible for all the content but you

need to go to somebody to say okay this

is our service catalog person so if I

have an issue with it or there's you

know it's not getting done I got I got

one person to go to and so you know it's

also that idea of I'm not trying to

track down an entire committee to

understand why my catalogs not done or

why I hasn't been updated I have this

one process owner another key point is

identifying you know who are your

customers for this sometimes that's a

little bit more challenging than we

think then it should be next is you know

decision makers who are the ones that

need to be involved in the discussion

can help me decide what's a service

what's not a service then one of the

major things to especially as we move

more into you know this broker-dealer

model of using other people to provide

services we've got to be concerned about

our suppliers you know what are they

providing how are they supporting the

services we offer and finally you want

to be able to have this RACI so that we

have this all defined who's accountable

who's responsible who do I have to

inform you know who needs to be involved

in this this entire process of

identifying them and then talking to

their role so so let's go back and

unpack these a little bit so one of the

things that will help you is if you

identify your customers they're gonna be

a great sounding board as you put this

together so I think we cover that a

little bit more in depth but I'll go

ahead and unpack it a little bit now and

and you know we mentioned one of the

challenges was you know not being able

to define our services well your

customers are gonna be hugely valuable

in answering that question you know my

recommendation is you go through you

know come up with a skeleton sort of

service catalog and then sit down with

your customers see does it make sense

does it work that they understand what

you're trying to get across you know

those types of things right yeah I'm

sorry I've got a little bit of delay

here but yeah absolutely I mean and what

you're seeing here in the the chart

below is called a racy

now I know I told talks very

traditionally about a racy model but

some of you folks that might be from you

know DoD Department of Defense

organizations might recognize the racy

vs the V being for you know validation

and and asks for a sign-off so if you

have some organizations you might need

to go beyond just mapping out you're

really building a stakeholder map here

and sometimes if you want to formalize

how the approvals are done for these

things then then you might use that as

well but you know ultimately what you're

really trying to do is understand who

your stakeholders are work out you know

their influence their interest so you

know ultimately who to focus on how to

win their support and ultimately get

that recorded in this stakeholder map so

that you can have this as a foundational

understanding to move forward on the on

the project the next thing to go ahead

and Andy yeah I was just gonna add you

know when you look at this you might

think man so we got to do all this work

we got identify all these people and

potentially have a validated and signed

off just to list all our services well

you gotta keep the big picture in mind

and that's actually one of the lessons

learned that we had from one of the

service catalogs we worked on this

you know this Service Catalog and

defining your services is gonna be the

foundation for so many things going

forward you know you're gonna set us a

lays against it you're gonna do your

financial management so this is a really

important piece so you need to have a

lot of structure around it to make sure

that it's gonna hold up as you go

farther down doing IT Service Management

yeah absolutely so you know next one of

the things that I always like to do is

to start by defining what we would call

lines of services so really a line of

service is just sort of a grouping of

related services so you know we can and

this the ones you have on the slide here

or just simply examples they're not

meant to be prescriptive or anything

like that not every customer is gonna go

with this but you know you guys already

called out some of you that it's hard to

figure out what services and what things

should be included in these and

sometimes if you start by just you know

coming up and figuring out what your

lines of service are then you can start

working downward from that saying okay

well these are the categories

services we provide and what things

might fall into those so you know if you

start talking about things like you know

access and rental services so if you

lease lease and license management

procurement supplier relationship

management even you know desktops of

support to some extent you might

classify as that things like remedial

services now I know that that term

doesn't you know necessarily you know

ring a bell with a lot of folks but if

you classify that as a high level line

of service then you can categorize

things like recovery and resolution of

incidents and problems and repair

services so if you think about a lot of

the things that we do in service

operations like providing a service desk

and incident management and problem

management those are things that

obviously you know I told traditionally

talks about the service desk as a

function and incident management problem

management as as processes but they can

also be services in certain ways I know

it's a kind of heresy sometimes in in

terms of a pure actual implementation

but in the real world we might sell

different service packages where you

know it on on one package we might offer

just the software but you know access to

a service desk might be an enhancement

there and that's ultimately a service

that's provided custodial services

things to store and protect data monitor

for availability and and do protection

there are you know a lot of times you

look at you know creative services so

design development engineering so you

know capacity planning things like that

that you know when the business says hey

we're going to start launching a new

initiative IT might need to do some

capacity plan and that might be a

service Andy you've talked about some

specific services that you know you that

you might provide in in education that

might be unique to that particular

environment you might define those as a

line of service right yeah exactly so

you know within the line of services you

know I could think of four big groupings

within higher education

you know we're there to support students

so you know what's our student support

services what's a what's all involved


supporting the students you know that's

our learning management systems or you

know enrollments you got man or

blackboard if you want to talk

applications you know but you know you

have what's around supporting the

students another line is you know what I

call admin support what do we do to just

help the business of the university

function you know you have some sort of

ERP application that there's all your

finance does all your HR so there's some

support involved around that the third

big area would be you know for those of

you that are research institutions what

are you doing to support the research of

the university from you know the grant

management all the way down to

potentially offering research services

to help faculty do computational

services you know so you may even go

down to that granular another you know

fourth big bucket is you know outreach

services that's one of the missions for

many universities is actually outreach

to the community and areas around them

so what are you doing to support those

initiatives so you know if you're

looking at lines of service within

higher education starting out with those

four big lines can really kind of

jumpstart your thought process and how

you can start grouping these things

together yeah absolutely and we'll start

looking at some of those you know

possible lines of service and some

examples of higher education service

catalogs a little later in this in this

presentation so the next thing we want

to do is create a catalog template I

actually saw a couple of folks in the

responses that said you know they they

had to lure technology limitations that

were keeping them from from Service

Catalog in and I don't think that

necessarily needs to be an issue now

that might keep you from maturing past a

certain point but fundamentally you know

Excel works just fine as a basic Service

Catalog if you want to get started with

this process I always recommend that

people just build an Excel spreadsheet

and start with these things now that the

template that you see you know kind of

mocked up here in the in the slide is

really just simply an example so you

don't have to use every single one of

these columns and as you're maturing the

process you know the first iteration

might not use all of them but what we're

doing in our Service Catalog workshop is

really helping people to build

this out in a template so you get the

data and then once you have the data

then you can start to you know now you

have a foundation to build it out into

you know we do a lot in cherwell but if

you want to build it into remedy or into

something else then you know it's really

it's garbage in garbage out so starting

with some kind of a template here is a

really good idea so you might start on

the left with a list of what services

you have what line of service that falls

into quick description of the service

you know if you want to go into into

including things that are business

facing you know core services you might

risk that as a service type versus a

supporting or enabling service if it's a

core service then you might go to that

next column and say okay what are the

supporting services that that we depend

on so you know if if one of the services

is you know data warehousing then it may

depend on enterprise storage as a

supporting service it may depend on you

know some of some of those types of


what business units does it support

these are ones that you might start out

with as optional who are the contacts

there I definitely if you if you can I'd

want to assign to talk about who owns

that service link to an existing service

level agreement if you have it now you

wouldn't necessarily put that in the

catalog but you might put a link to

where it is on a share hours any reports

and reviews on the service and

ultimately if you're doing pricing or

charge back then you know that would be

something you might want to include here

on that on that template as well so now

we go into actually defining and

categorizing the services we're really

populating that that template that we

just talked about all right so we've got

the template built this of course is a

challenge sometimes so we might want to

look at it and and some of the sources

that you might use to find out what

those things are ask your customers you

know sometimes NIT we get so wrapped

around what we do day to day that it

becomes difficult to really narrow it

down that's how you end up with the

spreadsheet with twenty to hundred items

in it but then when you go to you know

the customers that say how do you

actually interact with IT what

do for you then they can tell you a lot

of times in very simple planning

business English which is what a Service

Catalog should be what services they use

and that can give you a starting point

another source might be if you've done a

business impact analysis or a continuity

planning exercise maybe some of those

things already exist or maybe your

information security management or those

folks may have a lot of this stuff

already in place in another location but

again you know if you don't have those

things starting with the lines of

service and working backward from there

can can really help to do that and and

sometimes it's helpful if you look at

categorizing as customer facing versus

supporting and technical it can really

help you to deal with some of the

conflicts or murkiness or confusion that

you deal with one thing we always run

into in these workshops is things like

you know the network is is a network of

service well yeah I mean it does meet

the definition of a service for the most

part but but at the same time you know

most organizations if you just provide a

network and nothing else which your

customers think you gave them a service

yeah probably not

let's you know your Verizon or AT&T and

that's your your business most of the

time that's a supporting service that

the network is one of those things that

is in supporting or tactical or enabling

service that's necessary to support all

kinds of other things

Andy how did how do you in your

environment how did you go about helping

identify what those services are yeah so

I like the first one you know is ask

customers now one of the things I like

to go and mention what that is I

recommend going for that cutting for

that conversation with your customer go

in there with some sort of list you know

you don't want to just go in there with

an open-ended

hey what services do we offer you

because you kind of get that check-in

and a chicken and egg scenario so what I

recommend is going in that conversation

with two or three of your kind of well

define the wall who knows we offer and

that kind of helps get the conversation

going and so one of those might be you

know your service desk you're offering

some service there's some help desk type

support whatever you call that in your

organization right now you're offering

that so kind

go that go in there with that

conversation already seated if you

happen to have you know already a

business impact analysis or continuity

plan that is a great place to start

because you know those are critical

things to your customers so that helps

with a customer conversation as well so

you know like we said the lines of

service is a good one okay what are the

big groups of what we offer and let's

start unpacking those we've got a

question here if I could be so bold

question around examining patterns of

business activity and user profiles with

respect to the Service Catalog how does

that play in yeah that's a that's a good

question so you know what we're talking

about there are sort of core concepts in

in what I told talks about in terms of

demand management now you know there

there's a couple ways we can look at

that you know that might be a way to to

start understanding what your services

are so you might say okay well we're the

you know we seem to be the busiest

between you know between October and

December 31st and what are we busy doing

right what and that might help you work

backward into it

where I see the the biggest intersection

though between those types of demand

management activities and user profiles

and PPAs is really in in trying to use

the service catalog as a tool to support

business relationship management so on

one side you know BRM can start looking

at those PPAs

those identified patterns of business

activity and what we should be doing is

mapping those things to services all the

services in our catalog we want to have

those things mapping to a to a

particular pattern of business activity

now what you might find is that this

ends up supporting you know not only BRM

but but affective portfolio management

because a lot of the time what you'll

find is that you're that maybe you've

got a pattern of business activity which

is you know something that that is

happening with the business that

the business it has a need basically or

a demand pattern that doesn't match up

to a service in your catalog well ok

from a BRM perspective that tells us hey

we've got an opportunity there's

something that there's a service that

our customers want that we don't offer

and we need to figure out how to get

that into our catalog so we can support

that PBA one of the other things that we

might find though is that maybe you've

got you've got services that you offer

that that don't match up with a pattern

of business activity and and that's

really a question of portfolio

management and I know just about

everybody has this we're just not always

aware of it these are these legacy

systems that are out there that we still

keep spending money on but that don't

necessarily subscribe or support

business outcomes right so the catalog

ends up being a supporting tool for that

or maybe we find that we've got three or

four different services that support

that same PBA you know maybe maybe we're

supporting four different project

management platforms and and from a

portfolio management perspective that

opens up an opportunity for us to

inspect that figure out if we've got

redundancy and maybe we need to sort of

normalize that list a little bit so that

we can be a little bit more efficient

with our spend and start allocating

resources toward things that better

support those those activities I don't

know if that answered your question or

if there was if not then you know please

please let us know but yeah keep keep

the questions coming guys as Lindsey

mentioned we look forward to being

rudely interrupted with questions yeah

absolutely okay so you know the next

thing that actually segues very well

because the next thing we're looking at

doing is really trying to map our

services to customers so you know we've

we've got that that catalog that list of

services and now we want to try to

figure out who actually uses this and so

that what that allows us to do is to

present multiple views of a Service

Catalog right that means that you know

we want to know what services are used

by which customers this is really

relevant and really kind of cast in

stark relief when you look at

higher education customers because

certain services are used by students

that maybe are not used by staff or

faculty there are other services that

really are only available or should only

be you know presented to a view that is

accessible by faculty and staff that

students would not be allowed to request

or maybe not even interested in

requesting and and that helps us to

facilitate that but the the other thing

would be to start really looking at you

know then feeding that into your

business impact analysis for continuity

planning starting to understand if this

service fails what customers are really

impacted or if we have to take down time

on it because we have to implement a

change or new release that requires it's

to take it offline who do we need to

contact about that and and what vital

business functions does that actually

support yes so that helps set up a lot

of things you know whenever you you have

an outage for a system you know a lot of

times we just blast it out to everybody

because we're not real sure who actually

uses the service so we default to well

let's send it to everybody and hope they

actually see the message you know one of

the things this allows you to do is

actually target those messages maybe you

do the blasts but you know you also send

a very specific message to the users of

that service so they know there's

something happening with it you know and

as Brian mentioned one of the things

that allows you to do is you know a

customer view you know the extreme

examples I can give you is you don't

want a faculty member bruising you know

browsing through your Service Catalog

and going why yes I would like a network

connection in my dorm room you know that

doesn't even apply for them or you know

a student going well yeah that would be

really awesome if I got help doing my

instructional design they're not even

teaching a class they don't need that

service you know so if they really can't

service it and they don't use it don't

show it to them just avoid that level of

confusion right yeah I'm real targeted

communication there the next step and as

you'll see a lot of these things end up

being you know when we start out we're

talking about identifying roles and

responsibilities and building the

template now we're looking at really how

to make the process more integrated and

more ultimately so

portable so what we want to do is to

start identifying what the underpinning

agreements are with this of course

you're gonna have an interaction with

service level management here so linking

to our SLA is understanding what the

operational level agreements are that

support those things with internal

suppliers as well as what underpinning

contracts that you might have with your

third-party vendors to support those now

we just you know had a customer a

conversation with a customer about this

yesterday if you are are one of the many

organizations that does not have you

know robust fully formed service level

management in place and SLA is for you

know every service and so forth

don't despair on this this doesn't mean

that you have to not do a service

catalog you know you can start out with

very basic SLA you can start out with a

simple tiered category system you know

gold silver bronze and and once you get

those things in place then you know you

can start to say okay well gold silver

bronze are three levels of service and

we can build basic priority driven SLA

surround those and just link your

services to that and then as that

process matures you can start expanding

the number and the more get a more

targeted nature around the SOS and OLS

that you have but it also still helps

you to understand what those suppliers

are and to maybe help to manage your

application catalog a little bit as well

you were talking about that yesterday

and looking at what we're paying for


so you know one of the ways you can

identify some of this is actually you

know tracking the money well who are we

paying how do we how do we back feel

from where the bills are going out to

the services that we provide I also

really like this side and want to make

sure we hit on the fact that you know we

really rely on external suppliers now

and the only way to really hold up

against that is if it's in our

underpinning contract is our contract

hold them to certain things and whatever

it holds them to that's not what our SLA

is based on so I'll give you an example

you know so we had disaster recovery

solutions and for that for some

our services we offer that type of

recovery for them well our underpinning

contract said that the the providing

vendor had 24 hours to get the

facilities ready well guess what that

means our SLA could not be any less than

24 hours because the underpinning

contract had 24 hours so really we had

24 hours plus whatever it took us to

build it that's what we based our SLA on

so what we have with our suppliers

really determines a lot of this a lays

the expectations we said and the ones

that we can meet you know one of the

examples also like the caution people is

we were with one customer and they said

you know hey we have this contract with

a provider and it doesn't stipulate

their response times at all in the

contract what can we do to hold them to

a four hour response time and

unfortunately my answer was nothing you

you can't you don't have that in the

contract so maybe out of the goodness of

their heart that will start helping you

in a four-hour window but unless you go

back and renegotiate that contract and

get a different underpinning contract

you can't hold them accountable for that

yeah I was gonna say you could you could

bake some cookies that very well might

help yeah it might help for the first

few but there's got to be some good

cookies I'm pretty responsive to that

kind of thing I'm pretty easily

influenced with with the right

chocolate-chip cookie okay so moving on

then the next thing we want to do is to

start you know managing managing my

metrics right we're always big on

metrics based approach to service

management so identifying what the key

performance indicators are for your

Service Catalog process now each one of

those needs to support a critical

success factor critical success factors

are are these things they're just what

they sound like right these are the

things that really must happen if we're

going to be effective at Service Catalog

management so for example you know

maintaining an accurate and complete

service catalog is a critical success

success factor having the business be

aware of service offerings that you know

they they know what we have that IT is

aware of those things and and that we

can map those things together so

that ends up those end up being critical

success factors to get it right and so

if we know that those are the things

that are important now we can start

selecting a palette of key performance

indicators that will help us you know

paint the picture as to whether we're

hitting those so a KPI might be the

number of services that are defined

agreed recorded and managed so basically

the number of things that we have in our

Service Catalog as as we look at that as

a key performance indicator is that if

that's trending upward then that's

probably a good thing but the reason I

say a palette of key performance

indicators is that you know with these

things it's very rare that one KPI

paints a complete picture for you so you

really have to figure out how do we pick

the right mix of KPIs then will tell us

what's really going on so for example

you know simply having more services

listed in your Service Catalog by itself

is not necessarily a good thing unless

you combine it with the the next one

which is the percentage or number and

percentage of variances that you detect

with the real world so how often are we

finding that there are things that are

in the service catalog that we don't

actually offer you know it's not just a

matter of getting more services in there

but you know but making sure that that

information is actually accurate and

these are certainly not an all-inclusive

list of those things you might you might

track this through you know self-service

access another thing that that might

tell you whether people our customers

are aware of the service catalogs

existence might be a trend in an

increasing trend in the percentage of

service requests that are handled

through a self-service portal as opposed

to you know ones where people actually

contact the Service Desk so you know

this one is a little bit older slide but

this is a dashboard of KPIs that we were

that we showed for a customer awhile

back moving right into it the next one

is process integration in CSI so you

know ultimately we want to have a

service catalog policy in place right

that that governing that governs exactly

how we how the Service Catalog is

maintained how its operated who owns it

you know those kinds of things so we


not only have that policy but to make

sure that that people understand what it

is they and and so forth the one of the

things that policy will govern is the

the management of the Service Catalog so

you know from from a policy perspective

at what stage in the development

lifecycle do we add something to the

catalog how do we control you know what

at what points something we project that

and tell our customers that it's

available or that we get rid of

something at what point do we get rid of

it and that can be a little bit of a

nuanced approach so you know Microsoft

for example does this with software so

you might see that for example you know

they're not selling Windows XP anymore

so that's no longer in the catalog but

until you know very recently I don't

know if they've stopped now

you know Windows XP support was was

ending so they might continue to support

it and to offer maintenance and things

like that for some period of time after

we cease to offer the service as a new

service so you know you might that might

be how you how you phase these these

things that you know we found we found a

great value in being able to use the

change management process and actually

those two together because you know

before something became an active

service it had to go through the change

management process so that was a great

gate for us to you know everyone now

knows about it really support now knows

about it that we're going active with it

it really helped avoid that what I

called the walk of shame of having to go

down the service desk and go oh yeah by

the way we went live with us this

morning you know so getting it in the

Service Catalog making visible there and

it provided a really good gate for

getting things in the service catalog

and and also as you described getting

things back out of us yeah well I mean

and the policy I think in institutions

of higher education is is maybe more

important than most because when you

look at retiring services sometimes you

have to grandfather students in so you

might say that yeah this is something

that you know this is a service that is

available for current students but

you know the students that come in in

fall 2015 you know if they're on that

catalog year they're no longer going to

get that service but until the you know

the ones in the previous catalog years

actually get to a point where they

graduate then we're still going to to

provide it for them so we have to figure

out you know what the policy is for how

we're going to present that and and

manage that that potential conflict but

change management is a really good point

because you know that's where I actually

always want to make the Service Catalog

itself that document a configuration

item so we just say look any change to

the Service Catalog goes through the

change management process right you know

in other process integrations you know

we touched a little bit on request

fulfillment as a process that you might

end up using this as the basis for a

self-service portal we're saying okay

we're going to present these things and

this will be the mechanism by which

people request you know things from the

Service Desk and so forth

it gets into tool integration you know

this is this one's a couple of years old

this was one that was built for a

university up in in Michigan and you

know what they looked at it said okay

you know these are the high-level

categories of services got you know web

services to lopunny and so forth this

was a view and we talked about having

having multiple views I toll is you know

talks about having you know a business

view and a service view or whatever but

I think that you know defining a

specific number of views it's getting to

be a little bit of a moot point due to

technology now so basically what we're

doing with most advanced service

management platforms is you're

integrating with Active Directory or you

know a star ID or some other sort of

authentication methodology and based on

your role we're able to present you you

know to mark it down service by service

and say yeah you know this person's a

manager so they're allowed to see these

things this particular view for example

was a view for a senior manager so under

conferencing they were able to you know

we could integrate this with request

fulfillment so they were able to request

a one-time conference set up or request

an actual account you know their own

conference bridge or submit an in

but you know somebody that was a

line-level staff might only be able to

request on one time conference number or

something like that so they wouldn't

necessarily get all those this is

another one this is a service catalog

that's used by by TCU so you know TCU's

has this really nice student facing

service catalog that has you know

knowledge articles and nice information

out here for for people to look at but

then you can drill down and if you know

i decide that i want to click on the

email and calendaring service for

example now i can get information about

email and calendaring so talks about the

subs the supporting services account

creation you know about your email

account and then over on the right i get

again integration with the request will

film it so i can request an increase in

my mailbox size or a restoration from

backup or i need to have somebody

removed because they're no longer with

the organization or help without look

set up or relevant knowledge articles

and those kinds of things so that's a

another kind of nice way that you can

look at providing information to

customers about the services that you

that you offer so you know if for next

steps for those of you guys who who are

interested in this we do as i mentioned

earlier we do offer a service catalog

workshop and this is a private working

session with your team it's it's two

days so we'd come in and help you guys

it's kind of a teacher person to fish

type approach so build out a template

show you how to start getting that

populated identify accountability and

ownership and things like that we do

treat i told a shion's as a prerequisite

for that so we don't spend a you know so

much time with foundational level

vocabulary and so forth and then it's

followed up with coaching so facilitated

meetings for the next you know four

weeks or so so that once you leave the

the workshop and need to go and continue

to populate that and get the rest of

those things in there when you

invariably run into challenges then you

know we're there to coach and to help

you help you get that built

so that's that's an option there for

those of you who want to just learn a

little bit more about service management

in general we've got some training

course offerings that are up there now

and you can certainly reach out to us on

those things if you're interested

what other Lindsey you've got the

question pane there we're all clear okay

well if you guys have other questions

and feel free to reach out to us there's

contact information therefore for me you

can always tweet to us at beyond 20 or

in the eye or your beyond Andy I'm

beyond Brian so easy to find that way

you can also go I don't have it up here

but we have blog articles and so forth

that beyond 20 com slash slash blog and

you can find the information about about

service catalog and many other things or

you can find these and other webinars up

on our YouTube channel and we'd

encourage you to subscribe to that

thanks very much everybody and have a

great afternoon