With the introduction of ITIL v3, the Service Catalog moved out from under the Service Level Management umbrella and became the focus of the Service Catalog Maintenance process. During this presentation, you will learn the value the Service Catalog brings to the business, the basic concepts of the Service Catalog Maintenance process, and the activities included in the process. The presentation will also feature a case study which will detail the steps Austin Energy took to deploy its Service Catalog, including how the information was gathered and how they determined which services should be included. Participants will see examples of Service Catalog entries and documents detailing the process for maintaining the Catalog. The presentation will also cover lessons learned, how the Service Catalog is being leveraged by other processes such as Service Portfolio Management and Change Management, and plans for the second phase of the Service Catalog initiative.

This presentation will describe the ACS journey to ISO 20000 certification using ITIL v2. ACS achieved certification for 13 organizations in two years, a unique and instructional feat. Plus, to sustain and internalize the changes, an internal audit program that has the unique features of both vertical (location) and horizontal (process) audits has proven quite successful.

This presentation is a comparison of two companies. The first was plagued with problems; lack of reliable, prompt services to the business and chaos in dealing with IT issues and with their respective costumers. In the case of the first company, ITIL was identified as a methodology for establishing credibility and getting the IT services on track where they needed to be. Presentations were set at executive levels, IT professionals from within the business were engaged, and the course was set, although buy-in was difficult and ultimately impossible to get. Ultimately, driven by dissatisfaction in the business and IT projects gone bad, not to mention a ballooning budget, the decision was made to completely outsource most services. Then we jump to an alternative location where the wheels of ITIL were also set in motion; the buy-in from the top was overwhelming and the results were phenomenal. Priscilla Smith and Jim Berry were drivers in the first case and were hired on in the second to shore up support services and the face to the business. This compare and contrast will benefit anyone building a business case for ITIL implementation, and the lessons learned along the way will benefit those forging the path forward. You will also learn how ITIL can be scalable to your business, large or small.

We began our process improvement initiative to achieve our goal of operational excellence and to improve our Business Services Management by implementing Configuration and Release Management and to refresh our current Change control process. Like many others, our organization operates functionally by business unit and many of our IT services are outsourced. Our problem was how to design these processes that would cut across the silos and be used consistently by all.

In this session, we will share with you how and why we decided, and stood firm, on using the standard best practices that were available from our partners and build upon those process designs through the participation of core team and extended team members from the various functional areas including our vendor partners who were providing some of those services.

We will walk you through the activities and the lessons learned while working with these teams as well as how we were able to turn some non-negotiable constraints into negotiable.

Service Economics, though a fairly recent addition to the ITIL framework, has always been integral to running a business. Determining costs for services, setting an appropriate price, planning for and managing demand, and developing an accurate budget are all essential processes needed for any economic relationship – it is no different for the relationship between IT and their internal customers.

Join Barry Carter, CIO of Alliance Data Systems, as he tells the story of his application of Service Economics best practices to his overall IT Service Management Strategy. He will explore Alliance Data’s development of an IT Service Portfolio and the deployment of a fully actionable Service Catalog including rates and request capabilities to his internal customers.

Barry explores:

• Drivers for the Service Portfolio initiative
• Applying Service Economics
• Proposing the solution an setting a roadmap
• Alliance Data's journey
• Results to date
• Advice for others on this path