1. Service Desk Governance Financial Mgt Service Level Mgt Configuration Mgt Incident Mgt Problem Mgt Release Mgt Change Mgt Level 1 Organisation Benefits of Taking Control Level 1 Understand current IT organisational capabilities and constraints Identification of regulatory and compliance responsibilities Identification and understanding of IT costs Identification of Data Centre and Infrastructure Technologies More effective coordination of IT resources Reduced outages and disruption to business Improved dialogue with the business More effective coordination of support personnel Improved core Service Management reporting Controlled approach to new demands Benefits of Taking Control Level 1 Understand current IT organisational capabilities and constraints Identification of regulatory and compliance responsibilities Identification and understanding of IT costs Identification of Data Centre and Infrastructure Technologies More effective coordination of IT resources Reduced outages and disruption to business Improved dialogue with the business More effective coordination of support personnel Improved core Service Management reporting Controlled approach to new demands Data Centre &Infrastructure Strategy Service Process Maturity Service Measurement Availability Mgt Capacity Mgt Business Continuity

2. Service Desk Governance Financial Mgt Service Level Mgt Configuration Mgt Incident Mgt Problem Mgt Release Mgt Change Mgt Level 2 Organisation Benefits of Being Proactive Level 2 Greater agility in responding to business demands Identification of IT Financial cost saving approaches More centralised control – technology aligned Policies for regulatory and compliance requirements Reduction in fixed costs Understand Data Centre and Infrastructure requirements in the light of business demands Proactive Management of IT Systems Improved management information Moving from reactive to more proactive working styles Effective sourcing strategies Benefits of Being Proactive Level 2 Greater agility in responding to business demands Identification of IT Financial cost saving approaches More centralised control – technology aligned Policies for regulatory and compliance requirements Reduction in fixed costs Understand Data Centre and Infrastructure requirements in the light of business demands Proactive Management of IT Systems Improved management information Moving from reactive to more proactive working styles Effective sourcing strategies Data Centre &Infrastructure Strategy Service Process Maturity Service Measurement Availability Mgt Capacity Mgt Business Continuity

3. Service Desk Governance Financial Mgt Service Level Mgt Configuration Mgt Incident Mgt Problem Mgt Release Mgt Change Mgt Level 3 Organisation Data Centre &Infrastructure Strategy Service Process Maturity Service Measurement Availability Mgt Capacity Mgt Business Continuity Benefits of Focusing on Service Level 3 Improved financial management of IT supplier Service based costs models Centralized service focused alignment Better understanding service requirements Mature and dependable service process mechanisms Improved planning for business demand Opportunities to improve service through greater visibility of service status Alignment of high-value resources to achieve the best return IT seen as an enabler for business change Benefits of Focusing on Service Level 3 Improved financial management of IT supplier Service based costs models Centralized service focused alignment Better understanding service requirements Mature and dependable service process mechanisms Improved planning for business demand Opportunities to improve service through greater visibility of service status Alignment of high-value resources to achieve the best return IT seen as an enabler for business change

4. Service Desk Governance Financial Mgt Service Level Mgt Configuration Mgt Incident Mgt Problem Mgt Release Mgt Change Mgt Level 4 Organisation Data Centre &Infrastructure Strategy Service Process Maturity Service Measurement Availability Mgt Capacity Mgt Business Continuity Benefits of Business Aligned IT Level 4 Business and Service aligned IT Demand based costs Improved understanding between business and IT Better management of business expectations Ability to promote IT service capability within the business Flexible SLA’s Improved financial control of IT services Optimal IT sourcing strategies IT seen as an initiator for change Increased business agility Capability to meet future aspirations of the business Benefits of Business Aligned IT Level 4 Business and Service aligned IT Demand based costs Improved understanding between business and IT Better management of business expectations Ability to promote IT service capability within the business Flexible SLA’s Improved financial control of IT services Optimal IT sourcing strategies IT seen as an initiator for change Increased business agility Capability to meet future aspirations of the business

5. Service Desk Governance Financial Mgt Service Level Mgt Configuration Mgt Incident Mgt Problem Mgt Release Mgt Change Mgt Level 3 Organisation Data Centre &Infrastructure Strategy Service Process Maturity Service Measurement Availability Mgt Capacity Mgt Business Continuity Level 2

6. Reduced fixed costsService based costsDemand based costs Measurement of Service Performance Service catalogue, Application or business process SLA’s agreed with business Flexible SLA’s focused on changing business requirements Federated Technology aligned - Central Control – In house/Service provider resources Federated Service aligned Centrally controlled – In- house/Service provider resources Federated Business aligned – in-house centralised resources – parent led Defined proactive core Service Management processes – Service Resolution Mgt Mature Service Management processes, now encompassing Capacity, Availability etc.. SIP, KPI reporting Mature end-to-end processes Centralised standardised, rationalised, virtualised and managed with Systems Tools - Thin Client - Automatic Software distribution Capacity and Availability known and planned Role based delivery, of applications, policy driven, web delivery, Portal and Self Service Capacity and Availability on demand - Web Services, Service orientated architecture Controlled Infrastructure Resource consolidation Rationalised, pooled resources Dynamic optimisation Take ControlBe ProactiveService FocusedAligned IT Policy based IT Services framework, defined relationship management – compliance policies Service based IT Services framework - agreed in advance - compliance monitoring and auditing Business and Services driven governance framework - compliance monitoring and auditing Financial Mgt Service Measurement Organisational Model Service Process Maturity Data Centre & Infrastructure Strategy Governance Ad hoc, fixed costs Limited SLA’s covering Operational Service only Distributed – by brand & Geography – Resources In house Implement critical control processes to establish control Technologies to be identified and managed Fat Client -3 Tier Limited structured policy or controls – Budget based - compliance identification

7. Service Desk Governance Financial Mgt Service Level Mgt Configuration Mgt Incident Mgt Problem Mgt Release Mgt Change Mgt Level 1 Organisation Benefits of Taking Control Level 1 Understand current IT organisational capabilities and constraints Identification of regulatory and compliance responsibilities Identification and understanding of IT costs Identification of Data Centre and Infrastructure Technologies More effective coordination of IT resources Reduced outages and disruption to business Improved dialogue with the business More effective coordination of support personnel Improved core Service Management reporting Controlled approach to new demands Benefits of Taking Control Level 1 Understand current IT organisational capabilities and constraints Identification of regulatory and compliance responsibilities Identification and understanding of IT costs Identification of Data Centre and Infrastructure Technologies More effective coordination of IT resources Reduced outages and disruption to business Improved dialogue with the business More effective coordination of support personnel Improved core Service Management reporting Controlled approach to new demands Data Centre &Infrastructure Strategy Service Process Maturity Service Measurement Availability Mgt Capacity Mgt Business Continuity

8. Service Desk Governance Financial Mgt Service Level Mgt Configuration Mgt Incident Mgt Problem Mgt Release Mgt Change Mgt Level 2 Organisation Benefits of Being Proactive Level 2 Greater agility in responding to business demands Identification of IT Financial cost saving approaches More centralised control – technology aligned Policies for regulatory and compliance requirements Reduction in fixed costs Understand Data Centre and Infrastructure requirements in the light of business demands Proactive Management of IT Systems Improved management information Moving from reactive to more proactive working styles Effective sourcing strategies Benefits of Being Proactive Level 2 Greater agility in responding to business demands Identification of IT Financial cost saving approaches More centralised control – technology aligned Policies for regulatory and compliance requirements Reduction in fixed costs Understand Data Centre and Infrastructure requirements in the light of business demands Proactive Management of IT Systems Improved management information Moving from reactive to more proactive working styles Effective sourcing strategies Data Centre &Infrastructure Strategy Service Process Maturity Service Measurement Availability Mgt Capacity Mgt Business Continuity

9. Service Desk Governance Financial Mgt Service Level Mgt Configuration Mgt Incident Mgt Problem Mgt Release Mgt Change Mgt Level 3 Organisation Data Centre &Infrastructure Strategy Service Process Maturity Service Measurement Availability Mgt Capacity Mgt Business Continuity Benefits of Focusing on Service Level 3 Improved financial management of IT supplier Service based costs models Centralized service focused alignment Better understanding service requirements Mature and dependable service process mechanisms Improved planning for business demand Opportunities to improve service through greater visibility of service status Alignment of high-value resources to achieve the best return IT seen as an enabler for business change Benefits of Focusing on Service Level 3 Improved financial management of IT supplier Service based costs models Centralized service focused alignment Better understanding service requirements Mature and dependable service process mechanisms Improved planning for business demand Opportunities to improve service through greater visibility of service status Alignment of high-value resources to achieve the best return IT seen as an enabler for business change

10. Service Desk Governance Financial Mgt Service Level Mgt Configuration Mgt Incident Mgt Problem Mgt Release Mgt Change Mgt Level 4 Organisation Data Centre &Infrastructure Strategy Service Process Maturity Service Measurement Availability Mgt Capacity Mgt Business Continuity Benefits of Business Aligned IT Level 4 Business and Service aligned IT Demand based costs Improved understanding between business and IT Better management of business expectations Ability to promote IT service capability within the business Flexible SLA’s Improved financial control of IT services Optimal IT sourcing strategies IT seen as an initiator for change Increased business agility Capability to meet future aspirations of the business Benefits of Business Aligned IT Level 4 Business and Service aligned IT Demand based costs Improved understanding between business and IT Better management of business expectations Ability to promote IT service capability within the business Flexible SLA’s Improved financial control of IT services Optimal IT sourcing strategies IT seen as an initiator for change Increased business agility Capability to meet future aspirations of the business

11. Take Control Roughly 5 percent of the top 500 companies have an infrastructure that is essentially in reactive mode. Ownership of resources is not centralized. Many changes are made outside of the control of the IT organisation. Management processes are limited to a smaller set of resources that are centrally managed. The interface with the business is somewhat ad hoc - no realistic service-level agreements (SLAs) are in place. Creating standard management processes for the management of service incidents and changes to the environment should now be established. Shift the ownership to the IT organisation and reduce the number of physical sites where IT assets are deployed. Approximately 50% of the top 500 organizations are at this stage. The goal is to reduce the number of locations to the minimum required in order to maximize the efficiency of administrative staff, and to create shared IT management processes. The introduction of Configuration Management processes alongside the creation of a dynamic Configuration Management Database (CMDB) is essential to enable the organisation to “take control” and create a more centralised and efficient organisation. IT organisations can then begin to understand the true costs of the IT services they are responsible for enabling them to reduce costs through centralised resourcing and common processes. The processes will enable IT to be more agile in their ability to respond to business requirements and will be able to improve service levels as they “take control”. Obstacles need to be overcome such as the costs of physically relocating resources and the management of changes in resourcing models.

12. Be Proactive Once control has been established IT organisations typically need to address the introduction of standards to reduce complexity, maximize process and staffing efficiency, and create the potential for automated administrative tools. Full life cycle management of IT assets can now be introduced - from acquisition to retirement. Standardisation allows IT organisations to reduce costs through centralized buying and the reduction of complexity. The ability to respond quickly by redeploying assets, administrative automation and the ability to improve service levels is increased. Obstacles to these initiatives includes the political control of IT, life cycle management and specific application requirements. A strategic approach to rationalisation must focus on a balance between cost reduction, agility improvements and better service-level management. The foundation stones are being laid for a more service orientated model of delivery. In order to rationalise effectively, availability (and disaster recovery) technologies must be in place as well as controlled configuration, problem and change management. Infrastructure rationalisation will require software distribution and configuration management tools and in time full provisioning tools. Provisioning tools are key to enabling IT to become a “utility ” service to the business enabling highly agile responses to business demands.

13. Service Focused Rationalisation also starts to introduce pooled resources and begins to break the resource chargeback boundary, which is often based on physical assets, moving towards a service based charging model. At this stage, chargeback starts to become a question of portions of physical assets. This change requires business buy-in, and changes in the chargeback relationship between infrastructure and the business — but it is a foundation for even greater change later. Inhibitors include software support and licensing based on a one-application-to-one-server model, technologies to enable consolidation, the costs associated with replacing hardware, and political and organization issues revolving around asset ownership and management. Where rationalization consolidates to fewer IT assets, virtualization takes that a step further by reducing boundaries within and between those IT assets — for example, moving from hard/static partitions to virtual/dynamic partitions in servers. Where rationalization focuses on economies of scale, virtualization focuses on removing boundaries and pooling resources into shared assets, thereby increasing efficiency and dynamic allocation of assets. Virtualization reduces costs by squeezing the maximum utilization of assets through resource sharing. Most importantly (strategically), virtualization increases agility significantly through dynamic, granular scaling without hard resource boundaries. Service levels improve through more-dynamic resource allocation based on requirements. Virtualization is the foundation on which service-level automation can be built. Stages 1 and 2 build a raw infrastructure (servers, storage and networks) that is efficient, dynamic and managed through element-level automation and element-level virtualization. Stage 3 focuses on layering higher-level service management on top of this infrastructure, managing IT assets as parts of an overall service topology, rather than as independent components.

14. Service Focused Rather than focusing on component SLAs (such as availability rates for servers) and component utilization, service management focuses on cross-infrastructure end-to-end services that are meaningful to the business, like order entry, enterprise resource planning and customer relationship management. New tools that provision entire cross-infrastructure services, and measure and manage cross-infrastructure service levels, need to be deployed. Service management changes the costing model completely to a service-oriented costing model — the business determines what service levels it wants to achieve, and pays for tat service. Automated service management tools provide service agility by allocating resources based on service requirements. Service levels are managed not at a component level, but at a holistic service level. Inhibitors include changes in applications to capture holistic service descriptions and operational characteristics, a significant shift from staffing focused on asset management to staffing focused on service management, changes in the interface with the business (shifting more to true end-to-end service-level agreements that can be programmatically managed and implemented), and a significant shift in costing to the business that is service-based rather than fixed. This requires the business itself (and business processes) to mature to the point that it can leverage the flexibility enabled by IT for business benefit.

15. Aligned IT Once services can be managed holistically, service governance adds automation to the process of balancing capacity demand and resources between services. Automated trade-offs on allocations of IT resources between services are made based on objective business priorities and business value. Resource chargeback changes even more dramatically in this stage. Chargeback is based on actual usage that may vary somewhat over time. The IT organization must develop mechanisms to charge on a usage/tiered basis — and the business needs to adapt to that kind of chargeback. Agility improves by becoming true service agility, as business policies can change over time, with rapid reaction by IT. Service levels are automated and tied directly to business services and business choices. This is a real-time infrastructure. The technologies to deliver service governance to this level don't exist and are not likely to mature until six to eight years from today. However, the most important inhibitor is business related. Development of a real-time infrastructure is a business investment that is expected to bring business return. Therefore, it is a requirement for a business to become a real-time enterprise, and it is also dependent on a business striving to become a real-time enterprise. The IT organization is not put in the role of manually choosing how to allocate resources between services to deliver various service levels — those choices are made by the business, through mature service policy management layered on top of an infrastructure that can respond to those policies in a balanced, dynamic, objective way. Service governance ties IT costs directly to business priorities and service-level requirements, across all services provided. In essence, the business can make dynamic investment choices in various services, with the expectation of seeing that investment dynamically deployed in terms of IT assets. Inhibitors include the need for software pricing to become more usage-based; the need for software licensing to become less tied to specific hardware; political and ownership issues of assets; and the immaturity of technologies to enable virtualization.

16. Reduced fixed costsService based costsDemand based costs Measurement of Service Performance Service catalogue, Application or business process SLA’s agreed with business Flexible SLA’s focused on changing business requirements Federated Technology aligned - Central Control – In house/Service provider resources Federated Service aligned Centrally controlled – In- house/Service provider resources Federated Business aligned – in-house centralised resources – parent led Defined proactive core Service Management processes – Service Resolution Mgt Mature Service Management processes, now encompassing Capacity, Availability etc.. SIP, KPI reporting Mature end-to-end processes Centralised standardised, rationalised, virtualised and managed with Systems Tools - Thin Client - Automatic Software distribution Capacity and Availability known and planned Role based delivery, of applications, policy driven, web delivery, Portal and Self Service Capacity and Availability on demand - Web Services, Service orientated architecture Controlled Infrastructure Resource consolidation Rationalised, pooled resources Dynamic optimisation Take ControlBe ProactiveService FocusedAligned IT Policy based IT Services framework, defined relationship management – compliance policies Service based IT Services framework - agreed in advance - compliance monitoring and auditing Business and Services driven governance framework - compliance monitoring and auditing Financial Mgt Service Measurement Organisational Model Service Process Maturity Data Centre & Infrastructure Strategy Governance Ad hoc, fixed costs Limited SLA’s covering Operational Service only Distributed – by brand & Geography – Resources In house Implement critical control processes to establish control Technologies to be identified and managed Fat Client -3 Tier Limited structured policy or controls – Budget based - compliance identification