Rocky road to defining
a common portfolio
Case: TeliaSonera
Pirkko Lankinen
Head of Service Portfolio management
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Agenda
• About the speaker
• TeliaSonera
– In brief
• Key questions for beginners
• Maximus
– Goals
– Future benefits
– Deliverables
• Lessons learned
• Q&A
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Pirkko Lankinen
PTKtietokeskus
• Roles
• Programmer
• ADP designer
• Senior designer
• Project manager
• Product manager
• Development manager
• Department manager
• Head of service management and support
• Senior quality manager
• Head of service design
• Head of service portfolio
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Certificates
Board member
TeliaSonera - in brief
• Result of the merger of the Swedish incumbent Telia AB
and Finnish incumbent Sonera Corporation in December 2002
• Head office in Stockholm, Sweden
• 2014 net sales totalled SEK 101.1 billion
• Approximately 26,000 employees
• Market capitalization approximately
USD 28 billion* (SEK 229 billion)
• Shares listed on the Nasdaq Stockholm
and Nasdaq Helsinki Stock Exchanges
• Largest shareholders - Swedish state (37.3%)
and Finnish state (7.8%)
January 2015
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Strategic agenda
S T R AT E G I C P R I O R I T I E S
S T R AT E G Y
Enhance
the core
Develop the core
business in
Nordics & Baltics
Value through superior
network connectivity
Customer loyalty
through convergence
Competitive operations
Take Eurasia to
the next level
Explore opportunities
close to
the core
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Investments in
areas that
complement
and/or
strengthen the
core business
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eHealth
Music
TV
m2m
Services
Financial
Security
Organization of TeliaSonera Group
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Key questions –
for beginners
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Question 1: "What are the advantages of implementing
Service Portfolio Management into your organization?“
• Service Portfolio Management must be seen as a strategic activity
that helps to ensure that the IT and business strategies remain
aligned.
• The value of your portfolio has to be seen as a driver, not as a
passenger. Our current services in the catalogue can be valued by
looking at the business value at risk if the services fail. We also need
to look at both the current value of a service AND its potential value.
• Service Portfolio Management to ensure that each service continues
to deliver business benefits and value during its operational phase.
• The real value of the Service Portfolio is in its examination of the full
range of services, both planned and operational, to ensure that the IT
organization is doing the right things to support the strategic
objectives and outcomes of the business in a way that maximizes
business value
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Question 2: ”Which framework to follow?”
eTOM
TM Forum’s
(TMF)
Shared
Information/Data
model (SID)
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TS: PIM
Question 3: ”What is service?”
• Google search ”Service definition”
674,000,000 results (0.38 sek)
• ITIL v3. = A means of delivering value to
customers by facilitating outcomes
customers want to achieve without the
ownership of specific costs and risks.
• TS/PIM = A service describes a
functionality that the service provides to a
customer via a product (service realization
of a product). Production related rules and
process dependencies (provisioning,
service assurance, billing, others) are also
to be included in service.
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Question 4 ”Where and how to start?”
• Establish a separate project
– Get the right people involved – staff, management, customers/business,
users
• Do not underestimate communication
• Services have to have defined owners, components, models,
OLAs/SLAS, users
• Define your IT services and ensure that they meet business
needs
• Commitment to Secure Management
• Avoid ”IT speaks” mentality
• Don't talk about a tool or software until you know what your
services are
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Service Portfolio management
Vs. Project management
Service
Strategy
New idea,
new service,
Service consept
DP0
Retired
Services
Continual
Service
Improvement
Service
Operation
Service addded
To Service Portfolio
Service
Design
Service
Requirements;
availability,
support
DP2 project
starts
Project
Management
Input: Service
Desigin package
DP4 project
on going
Project closing
Service
move
to Service
Catalogue
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Service
Transition
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Service Portfolio
Management
Maximus?
“Are you not entertained?”
Gluteus Maximus from Asterix
Maximus Decimus Meridius
(Russell Crowe)
Background
Spring 2014
- New organization
May 2014
As-is situation
June 2014
DP0, DP1
July 2014
- Common interests
September
DP2
March 2015
Handover to Finland,
Estonia
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Goals
• To create a unified Service Portfolio and Service
Catalogue model and set up processes to support
it
– Ability to establish the criteria for ’fact-based’ decisionmaking and effectively deliver only those services that
actually provide value and strategic advantage to the
business
• To create a new service (activity) based allocation
model
• To create common understanding of terminology
• To define common templates and a common
workroom
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Objectives
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Deliverables – ready for deployment
1. Stakeholder map
2. Service Portfolio and Catalogue structure
3. Service types
4. Data content
5. Service Portfolio Process, roles and responsibilities
6. Service Catalogue Process, roles and responsibilities
7. Service Portfolio and Service Catalogue KPIs
8. Service allocation model
9. Tools and templates; as-is review and recommendations
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Stakeholder map
Roles:
•Marketing managers
(offerings etc.)
•HR managers (staffing, skills
needed)
•Portfolio owner/managers
Vendors
CT Subcontractors
Roles:
•General managers
•Financial managers
•Product managers
•Service owners/managers
•CIO
•Service catalogue manager
•Change manager
Regulators
Roles:
Skanova
•Vendors;
what is their role
•Subcontractors
Service Portfolio
v
TS
employees
s
Roles:
•Customer representative
(part of the information); what
to know, what we are going to
offer
s
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Roles:
•Product managers
•Service content developer
•Technical experts
•Service desk
Service Structure - Country business view
Service provider
(Country)
Service groups/offering
categories
• TV and entertainment
• Communications solutions
• Business networking & security
Service provider
(Other)
3.1. TV and
Entertainment
3.1.1. Channel
package
Customer Service Catalogue
Country
PIM = Offering -> Product
Element
Business Service Catalogue
and Supporting Service
Catalogue
Country
PIM = Service
TV Service usage
(Service type =
business service)
TV Billing
(Service type =
supporting
service)
MAXIMUS
scope
Technical
Service Catalogue
Group/Country
PIM = Service Element
TV monitoring
(Service type=
technical service)
“CMDB-level/component level”
PIM = Resources &
Resource elements
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Platform Services
(Service type=
technical service)
Components A-X
Applications
Country
component(s)
(Service type=
technical service)
Service types
• Business services
– provided by the technology organization to business to enable a
variety of customer services or to support business processes
– Service groups according to business processes, e.g. Sales, Billing, Usage
• Support services
– provided by Technology to support business processes. The
receiving ”customer“ is an internal organization
– Service groups have a link to business services but are standalone e.g.
archives services, Service Desk
• Technical services
– A service that is not directly used by the business but is required by
the service provider to deliver business or supporting services.
Technical services may also include services that are only used by
the service provider.
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Processes & Roles
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How to involve employees?
• Clear scope – WHY?
– Define the tasks well
• Secure resources – HOW?
• Engage people on all levels of the organization – WHO?
– Choose a diverse project team
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Future benefits
• Service Catalogue will
– facilitate self-help
– centralize request management
– inspire business process
improvement
– provide end-to-end visibility into
the value chain
– reduce service costs
• “Through the Service Catalog,
there can now be a meaningful
dialogue between IT and the
business on what services they
offer and which service levels
are required.” (Craig Symons,
Vice President, Forrester
Research Inc.)
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Lessons learned
• Start simple and keep it simple
– Try with one business process first
•
Engage the business from the start
•
Implement and maintain the service
mindset throughout the IT
•
Create KPIs/PIs -> measure them
•
Manage responsibilities (service
owners, business owners)
•
Listen to feedback
•
Keep the business and its customers
informed
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Eight steps to successful change by John P. Kotter
Unfreeze
Make
Change
Refreeze
●
●
●
●
Create a sense of urgency
Pull together the guiding team
Develop the change vision and strategy
Communicate for understanding and buy-in
●
●
●
Empower others to act
Produce short-term wins
Consolidate improvements, produce more change
• Create a new culture
“Management is about coping with complexity….
Leadership is about coping with change” (J.P. Kotter)
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QUESTIONS?
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In cooperation with SAM
More information
Pirkko Lankinen
TeliaSonera
Mobile +358 40 5519001
[email protected]
www.teliasonera.com
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