Q&A: "How to retrospectively create a Service Portfolio?" Discussion ensues

Interesting discussion in the community

How to retrospectively create a Service Portfolio?

Hello All, Over the past 3 yrs we have run a program of change to transform our internal IT division into a "Service Oriented" organisation. We have created new roles and knocked down the boundaries between divisions to create more effective and efficient ways of working. One of the outputs of this program is our service catalog, which now contains 51 services providing the business with complete transparency regarding the total costs of the IT division and all of the service attributes you would expect in a service catalog.

...more of the question at the site.

To which my very smart and talented colleague Carol, answers:

I ran a series of interviews with CIOs several months ago and asked pretty much the same thing you’ve asked here. I came out of that with some ideas about how to organize a service portfolio with the angle of business value. Before I continue I’ll point out that I do work for newScale, but I’ll try to avoid a blatant product pitch here. There were several things I learned from those interviews that we subsequently designed into our Service Portfolio product, but I’ll just mention some general learnings here. (Feel free to contact me separately if you’re interested in more info.)

1. Take inventory of business priorities. I found there are a few ways to approach this. We circled in on critical business process (for which we include several as out-of-box content) and business initiatives (or objectives) to define value. Arriving at that inventory is often (not always) the responsibility of Relationship Managers or IT Product Managers.

2. Create relationships. Once your inventory of business value is online, we link the business value to service offerings in the portfolio. You can tie many service offerings to one or more business initiatives and business processes. This linkage can persist throughout the lifecycle of the service. It’s used to make critical decisions about the health of the service portfolio, in addition to simply showing that a relationship does exist between the specific services and, for example, your critical supply chain processes.

.... continue reading....

Comments

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