What is the process for developing an IT service delivery roadmap?

The IT Service Delivery Road Map process holds utmost importance in enabling organizations to achieve their business objectives. Regrettably, in a majority of cases, this process lacks maturity, adherence, or even existence. It is imperative to develop a road map that is aligned with business demands and growth, while also incorporating a robust problem management process. Additionally, IT Service Delivery Road Map Process needs to be developed and planned for both immediate and future objectives. The short-term process primarily emphasizes maintaining day-to-day stability through consistent problem and risk management practices, while the long-term process should be designed to align with technical advancements and the product life cycle.

To assess the current state of your IT services delivery, you also need to prepare the following: - IT Service Catalogue to showcase all your current IT services and Business Applications. In this catalogue, you will define the IT owners, Business Owners and Data owners for each service / application delivered - Current Pipeline of forthcoming IT services and their delivery timeline. The catalogue and services pipeline will help you communicate with stakeholders at the next step to identify their satisfaction with the level of IT services offered and will help in performing the gap analysis when crafting the future state and what must be done to reach it

To me the first step would be to define your Service Delivery North Star, than assess your current state. Knowing where you are while having no idea where you want to go will not help understand which path you need to follow and what kind of equipment you need.

The assessment phase should not focus just on technical aspects. People and culture deserves it's own chapter, ideally the very first one. Most organisations and teams are lacking a common set of Principles to build their work culture around. Once the Principiles are defined/(re)discovered they have to be clearly communicated and safeguarded.

Developing an IT service delivery roadmap is a strategic process that involves planning and organizing how IT services will be delivered to meet the needs of an organization. Here is the key steps involved in creating an IT service delivery roadmap: Assessment and Analysis Define Objectives and Goals Stakeholder Engagement Service Catalog and Portfolio Service Design and Improvement Resource Planning Technology Roadmap Service Level Agreements (SLAs) Risk Assessment and Mitigation Implementation Plan Testing and Quality Assurance Review and Adapt Reporting and Accountability Developing an IT service delivery roadmap is an ongoing process that requires collaboration, flexibility, and a commitment to delivering value to the organization.

You need to have a Service Level Agreement (SLA) for all the IT services offered, including having metrics for service availability, continuity and support. This SLA would help in identifying the gaps between the current performance and expected levels from stakeholders to plan for improvements

Critical is to engage your business stakeholders who are the recipients of your IT service delivery. This is to better understand what the gaps are, what the expectations are and collaborate on better ways of engaging on demand and service delivery

An IT Service Delivery Roadmap is not static; it should evolve with changing tech trends and organisational requirements. Flexibility and adaptability are essential for successful implementation.

There's a major difference between SLAs and SLOs - SLOs are often used in less 'mature' organizations (or in organizations where they prefer to offer more of an intention but less of a promise) --> Service Level Objectives - where there isn't a financial penalty in missing the 'level'..

As IT Strategy leaders in a large enterprise, let's underscore the importance of analyzing gaps and opportunities in our IT service delivery roadmap. Beyond assessing the current state, we must identify where our strengths meet the evolving needs of our customers. Pinpointing these gaps and opportunities allows us to chart a path that not only addresses shortcomings but also capitalizes on our existing strengths. By focusing on this holistic perspective, we ensure that our IT service delivery roadmap is not only comprehensive but also finely tuned to meet both internal and customer demands.

This is what is most interesting piece of overall process. Most mistakes are committed here by overestimation rather than underestimation of business and customer expectations. And both business users / stakeholders and IT commit mistakes by seeing the business optimism. Instead scalable capabilities tied to business milestones will help in realistic design. Risk and business optimism should be inbuilt in design which has ability to scale vertically and horizontally. Signing service level agreement with business will make the commitment from business in terms of defining expectations.

You should involve all the stakeholders early on, especially: 1. Users/customers, who will use the service daily, and suffer from it if it's not adequate. 2. People who have the power of blocking the delivery (compliance, security, privacy, etc.) to ensure early on that you're in line

1. Develop an IT Service Delivery Strategy: - Create a strategy that outlines how IT services will be improved to address the identified gaps and achieve the desired state. - Define the approach, methodologies, and technologies that will be used to enhance service delivery. 2. Create a Roadmap: -Develop a detailed roadmap that outlines the sequence of activities and projects required to implement the IT service delivery strategy. - Include timelines, resource requirements, and dependencies between initiatives.

In the role of IT Strategy leader for a large enterprise, it's paramount that we shift our attention to "Design your future state" within the IT service delivery roadmap. After assessing our current state and recognizing gaps and opportunities, we must meticulously craft a vision for the future. This involves aligning technology, processes, and people to meet the evolving needs of our customers. By prioritizing this forward-thinking approach, we ensure that our roadmap not only addresses current challenges but also positions us as industry leaders, ready to exceed customer expectations in the rapidly changing IT landscape.

Again I would say engage your line of business stakeholders on the future service delivery model that works for them I would also look outside industry for other innovative approaches to enhance thinking

Ensuring adequate funding and resourcing up front is critical in supporting execution of the roadmap Additionally implementing in stages with incremental value delivered keeps momentum on the roadmap

1. Allocate Resources: -Identify the necessary resources, including budget, staff, technology, and external partners, required to execute the roadmap. -Ensure that resource allocation aligns with the priority of improvement initiatives. 2. Implement and Monitor: - Begin executing the roadmap by initiating projects and activities as per the defined timelines. - Continuously monitor progress against KPIs and adjust the roadmap as needed to address changing business priorities or unforeseen challenges.

Total agreement with validating resources and funding. It's sometime assumed Leadership within an organization is in alignment with stakeholders requesting the work but many large organizations budgets/objectives change quickly.

As IT Strategy leaders in a large enterprise, the culmination of our efforts lies in "Implement your roadmap." This phase is where our vision comes to life. It's crucial to maintain a strong focus on collaboration, communication, and adaptability during implementation. By involving all stakeholders and emphasizing a customer-centric approach, we can ensure the successful execution of our IT service delivery roadmap. Remember, it's not just about the plan; it's about the seamless execution that drives real value for both our organization and our customers.

Your roadmap consists of two major streams. Business and Technology. Start identifying key business milestones from your business stakeholders, then map correlating technology enablers to activate the business initiatives. This will activate a collaborative engagement that creates a long-term, sustainable plan for the organisation where business + technology teams will working together to achieve.

Optimizing IT service delivery requires balancing standardization with customization. Define core SLAs aligned to key services and user needs. Measure end-to-end performance at multiple levels - system, process, experience. Then empower teams to innovate improvements within guardrails. Take an outside-in perspective - make users and their workflows the true north metric. But also respect inside-out constraints around risk, compliance and legacy. Evaluation should highlight accomplishments, not just shortcomings. Celebrate both quantitative gains and qualitative wins like team morale or culture change. Continuously look forward while learning from the past. Avoid analysis paralysis and remain agile to change.

1. Communicate and Engage Stakeholders: - Maintain open communication with stakeholders throughout the process. Regularly update them on progress and achievements. - Engage with business leaders, IT teams, and end-users to gather feedback and make necessary adjustments. 2. Review and Optimize: - Periodically review the effectiveness of the IT service delivery roadmap. - Use feedback, performance data, and lessons learned to optimize the roadmap and ensure it remains aligned with evolving business needs.

In growth phase, Orgs have focus on building product and acquiring customers but even grownup orgs shy away from acknowledging need of IT Service Roadmap. This happens primarily when leaders fail to convey IT value to customers with operational metrics and future communication becomes spending centric. It is imperative to measure essential KPIs at this stage like - % of IT investment in running & growing the business, - % of spend on Innovation & Automation that fueled future customer centric strategic project, - IT Spend by business Unit and correlation with CSAT and so on

Establish feedback loop as part of the organization change management process when new services are launched or existing services are enhanced.

In the role of IT Strategy leader for a large enterprise, "Evaluate your results" is where we gauge the effectiveness of our IT service delivery roadmap. Continuous monitoring and feedback loops are vital here. We must measure against predefined KPIs, assess customer satisfaction, and adapt as needed. This iterative process ensures that our IT strategy remains aligned with our evolving business goals and the ever-changing technology landscape. By keeping a keen eye on results, we foster a culture of improvement, securing long-term success for our organization and customers.

For any organization, RACI acts as a pivotal and foundational pillar. Its imperative that Organizations needs to have KPIs which can measured since they are the key for any functional and Technical deliverables, these 2 strategies play hand in hand adding hierarchy into the loop. If you know what was agreed and what needs to be delivered through these 2 strategies, your CSAT scores is always a “met”. Service Delivery is always measured but cannot be surpassed, when you go Out of box it’s called as “ CSE” Customer Service Excellence.

Other aspects to consider are embedding a process and governance to monitor and evolve your service delivery over time. There is a risk that evaluation development of a strategy becomes a one off. Having a ongoing monitoring and feedback process ensures that change will be implemented and you will gain the planned benefits.

The primary goal of any organisation is to earn money and with integrity+ purpose things fall in place..IT is a means to end or prime mover is always contextual..services here what we discuss in terms of IT is having shelf life's since tech is changing however when as practitioner tend to view it we should try a view of newness in service and move beyond the sla mindset via how much contribution in terms of topline IT has made to business or the business has become IT

Good advice from various colleagues here, all under the premise that the IT organization has a service catalogue, a Business Relationship Management framework/function, an Architectural Review Board, formal interactions with key business sponsors, etc. What do you do if none of these exist? For one, don’t give up, put the armor of persuasion and keep forging forward! Articulate existent gaps (elements I listed above), make the case for filling them as the organization’s appetite permits, and always and constantly present in formal and informal situations/meetings the importance of an IT services roadmap.

Begin executing the roadmap according to the established timeline. Continuously monitor progress and KPIs, making adjustments as needed. Ensure that the IT team remains aligned with the roadmap's objectives.