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Commonwealth of Massachusetts Statewide Strategic IT Consolidation (ITC) Initiative Chargeback Long-term Vision and Maturity Reference Model. September 25, 2009 DRAFT – FOR DISCUSSION PURPOSES ONLY. Table of Contents. Components of ITIL: Service Desk. 1.0 Executive Summary.

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September 25, 2009 DRAFT – FOR DISCUSSION PURPOSES ONLY

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September 25 2009 draft for discussion purposes only

Commonwealth of Massachusetts Statewide Strategic IT Consolidation (ITC) InitiativeChargeback Long-term Vision and Maturity Reference Model

September 25, 2009

DRAFT – FOR DISCUSSION PURPOSES ONLY


Table of contents

Table of Contents


September 25 2009 draft for discussion purposes only

Components of ITIL: Service Desk

1.0 Executive Summary


Chargeback vision

Chargeback Vision

  • Services that are standard, formally defined in a Service Catalog that customers can use for planning and ordering, segmented to accommodate different cost and service level expectations

  • Usage measurements and reporting that are fair, accurate and readily available; usage units that are effective in managing demand and encouraging cost-conscious consumption

  • Chargeback Administration that is streamlined, automated, and documented; customers can easily access their usage data and receive error-free invoices

  • Product Managers that take responsibility for the management of costs and the quality and evolution of their Services, able to adjust to changing demand while maintaining or reducing rates

  • Costs that provide the customer the best value for the services provided, comparable to other states

  • Customers feel valued, and understand their services and costs, with the assistance of Service Account Managers


Summary of key findings

Summary of Key Findings


September 25 2009 draft for discussion purposes only

Components of ITIL: Service Desk

2.0 Five Dimension Assessments


Dimension 1 service maturity

Dimension 1: Service Maturity


Dimension 2 service usage management

Dimension 2: Service Usage Management


Dimension 3 service cost management

Dimension 3: Service Cost Management


Dimension 4 chargeback administration

Dimension 4: Chargeback Administration

1 2 3 4 5

1 2 3 4 5


Dimension 5 service cost management

Dimension 5: Service/Cost Management


September 25 2009 draft for discussion purposes only

Components of ITIL: Service Desk

3.0 Roadmap for Improvement


September 25 2009 draft for discussion purposes only

Short Term Roadmap for Chargeback Improvement

Legend:

Oct 2009

Apr 2010

Dec 2010

Dimension

4

2

3

5

3.5

4.0

2.7

Service Maturity

Service Usage Management

Service Cost Management

Chargeback Administration

Service/Cost Management

  • Develop standard products for different cost & service expectations

  • Customer-friendly catalogue pages

2.0

2.5

3.7

  • Automate/streamline usage collection

  • Product Managers are responsible for reported usage

  • Usage history online for easy customer access

2.3

3.0

3.7

  • Align costs to standard cost framework

  • Remove single-customer costs are from pools

  • Document all cost allocation assumptions

2.0

2.5

3.0

  • Identify information needs of customers

  • Automate/streamline manual activity

  • Provide for information needs of customers

2.0

2.7

4.0

  • Train Product Managers for Role

  • Monthly cost pool reviews

  • Models created for all service rates

  • Product Managers have plans for the evolution of their services


September 25 2009 draft for discussion purposes only

Long Term Roadmap for Chargeback Improvement - Directional

Dimension

2010

2011

2012

  • Standardize and segment services

  • Customer-specific view of Catalog

  • Continuous Improvement of Services and Catalog

  • Continue to Standardize and segment services

Service Maturity

Service Usage Management

Service Cost Management

Chargeback Administration

Service/Cost Management

  • SAMs meet with Clients on Services

  • Direct link from Service Catalog to Service Request System

  • Improve Catalog with customer feedback

  • Improve usage measurement for allocated/derived usage

  • Continue to automate/standardize usage reporting, tie into modeling tool and invoices

  • Usage information is available in real-time

  • Customers access their real-time usage via the web

  • Usage units are business-based

  • Automate/standardize usage reporting

  • Product Managers review and are responsible for reported usage

  • Provide usage history online for easy customer access

  • SAMs review usage with customers at least quarterly

  • Review allocated, non general overhead costs, to determine how to link to specific services

  • Ensure procurement procedures and coding of supply requisitions identify the specific service or services

  • Align costs to standard cost framework

  • Remove customer-specific costs from pools

  • Document rules and assumptions governing allocations

  • Monthly reports of pool cost budget/actual provided to Product Managers

  • Product Managers can see real-time summaries of costs-to-date, as they are incurred

  • Specific purposes or subsets of services can be identified separately in cost data

  • Continue to automate and streamline

  • Ad hoc modeling of new services and rates

  • Customers can track usage more frequently than monthly

  • Automate or streamline manual activity

  • Identify and provide for information needs of customers

  • Eliminate errors on invoices

  • Real-time cost and usage data is available to Product Managers and customers

  • Product managers flexibly manage the capacity of their services

  • Continuous improvement analysis is performed to enhance service quality

  • Train Product Managers to take responsibility for managing costs

  • Monthly cost pool reviews and variance analyses

  • SAMs proactively discuss services and costs with customers

  • Modeling of Services and rates in tool

  • Product Managers research customer needs with SAMs

  • Product Managers have documented plans for the evolution of their services,

  • Product Managers take proactive action to manage costs to protect rates


Assumptions for short term roadmap

Personnel

Tools and Systems

Assumptions For Short Term Roadmap

  • Tivioli UAM (Usage and Accounting Manager)

    • Implementation is completed, loaded with current cost, usage data, and business rules for services invoiced and reported

    • Tivoli has the capability to be used for modeling rates (if not, some other tool must be acquired or created).

  • Tivoli UAM, or software native to Service toolsets

    • Support the automated collection of usage for more services

  • Asset Management System

    • There is a repository of the asset data required for Chargeback accounting, maintained effectively to ensure accuracy.

  • MMARS

    • Queries can be saved for reuse

  • Full-time Lead

    • Work with Finance on specifications for cost and usage collection automation, standardizing and documenting the manual processes and allocation rules, error-proofing processes and updating Chargeback documentation.

  • 0.5 FTE TFG staff

    • Time to support analyst’s research on usage and cost collection, make adjustments and corrections to cost accounting, produce reports

  • Half-time trainer

    • 3 months to prepare curriculum for Product Managers, then deliver training

  • Product Managers

    • 20% of their time devoted to learning to be cost and business managers

  • 0.25 FTE from IPG

    • Work with Product Managers and SAMs to develop service segmentation for selected services

  • SAMs

    • Time to research customer information needs, one SAM acts as the lead to collect and refine the requirements, over see implementation of requirements into the Service Catalog, or provided to TFG or another responsible party.

  • Developers

    • Spend portion of time making revisions to Service Catalog


September 25 2009 draft for discussion purposes only

Components of ITIL: Service Desk

4.0 Maturity Model Overview


Capability maturity scoring

Capability Maturity Scoring

  • The general guidelines for scoring the maturity of Chargeback follow the standard CMMI structure, aligned with the nature of the Chargeback activities

Increasing Level of Maturity


Chargeback capability maturity model

Chargeback Capability/Maturity Model


September 25 2009 draft for discussion purposes only

Components of ITIL: Service Desk

5.0 Appendix


Dimension 1 service maturity service definition example

Dimension 1: Service Maturity / Service Definition Example


Dimension 1 service maturity service catalog tiering

Dimension 1: Service Maturity / Service Catalog Tiering


Dimension 2 usage measurement allocation example

Dimension 2: Usage Measurement / Allocation Example


Dimension 3 service cost management cost granularity

Dimension 3: Service Cost Management / Cost Granularity


Dimension 5 service cost management service management

Dimension 5: Service/Cost Management / Service Management


Revised chargeback cost framework

Revised Chargeback Cost Framework


Dimension 1 service maturity1

Dimension 1: Service Maturity


Dimension 2 service usage management1

Dimension 2: Service Usage Management


Dimension 3 service usage management

Dimension 3: Service Usage Management


Dimension 4 chargeback administration1

Dimension 4: Chargeback Administration


Dimension 5 service cost management1

Dimension 5: Service/Cost Management


Challenges for chargeback from isb chargeback subcommittee

Challenges for Chargeback from ISB Chargeback Subcommittee


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