by Service - SAP Support Portal

Transcription

IT Service Management Integration With
Business ERP Processes
David Birkenbach
Product & Solution Management
SAP
PinkASIA 2014
9th of September, Kuala Lumpur
Agenda
Integration of ERP and IT tools
IT Financial Management
IT Service Portfolio & Catalog Mgmt.
Event Management
Service Asset & Configuration Mgmt
© 2014 SAP SE or an SAP affiliate company. All rights reserved.
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SAP Solution Manager verified for ITIL® Service Lifecycle
Continual Service
Improvement
Service Strategy
 Service Portfolio
Management
 Financial Mgmt. for IT
Services
Service Transition
 Change Management
 Service Asset & Configuration
Management
 Release & Deployment Mgmt.
 Knowledge Management
Service
Transition
 SAP Solution Manager is verified to
support processes in all ITIL Service
lifecycle phases
Service
Strategy
Service Design
 Service Level Management
 Service Catalogue Mgmt.
 Capacity Management
 Availability Management
 IT Service Continuity Mgmt.
Service
Design
Service
Operation
Service Operation
 Event Management
 Incident Management
 Request Fulfillment
 Problem Management
 SAP Solution Manager was the first IT
Management tool that achieved the
ITIL v2011 edition certificate for all 15
processes that can be certified by
Pinkverify
© Crown copyright 2011 Reproduced under license from the Cabinet Office
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System Landscape for E2E Integrated Service Management
SAP Solution Manager as the central IT integration platform
SAP ERP*
SAP IT Infrastructure Mgmt.*
Financial Management
Incident Management
Problem Management
Request Fulfillment
Change Management
Service Asset & Configuration Mgmt
Release & Deployment Management
Capacity Management
Availability Management
Service Catalog Management
Service Level Management
IT Service Desk
Service Portfolio Management
Event Management
IT Service Continuity Mgmt.
SAP Solution Manager
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SAP Solution Manager and SAP ERP play well together
 ERP covers Financial and Controlling, Planning and Budgeting that will become more and more relevant for IT to
further improvement
 ITSM tools, such as SAP Solution Manager covers core IT processes like Build and Run of applications and
services
 Ideal landscape should have these two as core applications and additional integrated applications for special
purposes
IT Service Management
IT Portfolio and
Project Management
Business
Incident
 Both cover 80% of the core IT processes
Requirement
Enhancement
Problem
Minor Release
Urgent Change
Request for
Change
Business Process Monitoring
and Analytics
Monitoring of Systems, Technical
Scenarios and End User Experience
Portfolio
Project
Single
Single
Source
Source
of
Truth
of Truth
Major Release
Build
Execution
Design Mgmt
Build Mgmt
Chang
e
Test
Execution
Test Mgmt
Release
Deployment
Management
RUN
Build
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Interactions between an IT Management suite and an Enterprise
Resource Planning (ERP) suite
ERP for Your Business
IT Management Suite
Demand, Project, and Portfolio Management
Financial Management
& Controlling
Service, Application, and Project Portfolio Management
IT Reporting
Project Management
Services Catalog (Service Design & Delivery)
Effort & Cost
Asset
Sourcing
Purchase Order
Human Resources
Change Management
Marketing and Sales;
Customer
Satisfaction
Incident Management
Budget
Configuration Management
Risk and
Compliance Management
Dashboards
Infrastructure Management
Hardware, Network, Operating System and Database
Working Time
Infrastructure Assets and Inventory
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Manage IT-Service Management processes like an ERP
Service Portfolio & Catalogue Management
Service Request /
Service Order
IT-Charging
Define the IT-Service Portfolio & Catalogue
IT receives Service
Request/Order and
performs as agreed
User Front-End
User orders IT-Services from the Catalogue
Service Contracts
IT charges each
Service ordered or
continuously used
to Customer
IT registers each
Service
continuously used
by Customer/User
IT-Costing
Calculate the price of IT-Services
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Manage IT-Service Management processes like an ERP
Service Portfolio & Catalogue Management
Service Strategy
Service Request /
Service Order
Service Catalogue
Service Request
IT-Charging
Service Request
Fulfillment
User Front-End
User Requirements
Service Offering
Service Request
Fulfillment
One-time Charging
“by Order”
Service Contracts
Service Request
Service Request
Fulfillment
Contract
“Booked Services”
IT Controlling
Contract
“Booked Services”
Recurrent Charging
“by Service”
IT-Costing
Service Pricing
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IT Financial Management
Moving from IT as a cost center …
Traditionally, IT is treated as a cost center or an
internal service. Cost centers in FI/CO are used
to allocate IT costs to different parts of the
organization:
• IT cost center collects all costs needed for
delivery of services to business
• Costs are charged via assessments without
transparency
Usually costs are charged “per user” for each
employee in the company, independent on
consumption of services.
Company ABC
IT Department
Hardware
Software
Services
Provides IT
Services as IT Services
determined by
the company
Functional Units
Cost charged
via
assessments
without
transparency
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… to fair cost allocation to your business!
It would be better to define models which allow
a kind of IT Cost absorption which depends of
IT Usage
Company ABC
• IT tailors differentiated IT services and
products
Hardware
• Costs are charged via an usage based cost
allocation concept to the consumers of the
individual services
IT is not a cost center anymore, but provides
valuable services to functional units. The
consumer of the services is charged based on
the usage of the provided services
Software
Services
IT Department
Functional Units
Determines
price, quality
and variety of
IT services to
offer
Usage based
cost allocation
ensures
transparency
on used „IT
Products“
IT Services
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Common charging models
IT-Financial Management
by Asset
Asset
User
by Order
Asset
 IT-Costs Distribution
User
Allocation of IT-costs based on dynamic or static allocation keys
Order
Customer
Customer
 by User
Allocation of all user-related IT-costs
by User
User
IT
Financial
Management
 by Asset
by Service
Service
Allocation of all IT-costs with a direct asset relation
Charges can consist of one-time and recurring charges
User
 by Order
Customer
Customer
customer
Distribution
(totals)
Allocation of order-related IT-costs (service requests, projects,...)
Charges consist of one-time charges
 by Service
Allocation of IT-costs, based on booked IT-services
(including performance or usage based charges)
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ERP for IT - Step by Step approach
Establish IT cost model
Gather & Assign Costs
Calculate & Charge Costs
Differentiate Costs from
Type of Costs
Internal
 Projects
 Operations ( incl. service
fulfillment)
Define IT Service Portfolio
 Contains all IT service products
 Basis for usage based cost
calculation
 Hardware, Software Acquisition & Maintenance
 Time - Expense
 Indirect costs (Energy,
Buildings,…)
 Provide cost transparency
 Multiple departments inside one
organization
External cost accounting
 Charge for IT services
 Customers or subsidiaries
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Costs in Projects
 Cost depend on scope of project (Derive IT
Requirements from Business Requirements)
 Needed Budget is determined by effort
estimation for implementation (time &
expenses)
 Additionally project related direct investment
costs for hardware, software,… have to be
considered
 Direct resource assignment (staffing) is done
 Overall costs have to be covered by project
sponsor(s)
IT Portfolio and Project Management
Business
Requirement
Portfolio
Project
Major Release
Design Mgmt.
Build Mgmt.
Build
Execution
Test Mgmt.
Test
Execution
Release &
Deployment
Management
Deployment
execution
Change
BUILD
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Costs in Operations
 Service Products for IT Services need to be
modeled
 Recurring Costs for Hardware, Software, …
(maintenance/leasing) have to be calculated
 Investment costs for service driven demand (end
user laptops, mobile devices,…) have to be
covered by requestor (cost center)
 Effort is demand driven by recurring activities,
service requests & incidents
 Price per service have to be calculated based on
demand projection
 Conflicting resource requirements with Projects
can be circumvented by establishing
maintenance projects
Service Order /
Request
Incident
Service
Catalog
Business
Requirement
Problem
CMDB
Request for
Change
Operations
Tasks
Minor Release
Urgent Change
Business Process Operations
Application Operations
Infrastructure Operations
RUN
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How to come to an operational cost model?
Software – All licenses required to run the
service (maintenance/leasing)
Datacenter
Overhead
Hardware – All dedicated hardware investments
required to run the service (maintenance /
leasing)
Time
& Expenses
External
Services
Hardware
Software
E-Mail Service
External Services – includes consulting
services, as well as IT services
Time & Expenses – needed for recurring
operational activities as well as incidents and
service request fulfillment
Datacenter – costs for facilities, energy,
cooling,..
Overhead – Management, HR, Controlling, …
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Use Case example 1
How to deal with IT Projects & Operations costs
Example of a mid-market customer:
•
•
•
•
•
•
•
Projects are managed with cPro
To each project task, a CO object is
assigned
Manual time recording is replicated each
night into CATS (Cross Application Time Sheet)
Overbooked times have to be manually
approved (not standard)
From CATS the time recordings are
transferred monthly to the respective CO
objects and then billed according to cost
center or subsidiary
Time for delivered services and recurring
tasks is manually recorded in tickets and
monthly transferred to CO
Each IT Product/Service has an own CO
object  Calculation of service price per
year
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Use Case example 2
How to differentiate costs for IT services
•
•
•
•
•
•
•
Billable services are ordered via a service order from
service catalog (with an assigned price)
Time is recorded manually for all request type
transactions
Each service is assigned to an IT product (Service,
Material, License)
Each IT product is assigned to an object in CO
Other costs are assigned to each IT product in CO
Billing is done based on consumption of services
Price calculation is done in CO-PC based on all
costs defined in the IT service cost model
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IT Service Portfolio & Catalog
Mgmt.
Create Service Portfolio as basis for a service catalog
My first service: E-Mail
Establish a service portfolio and service
catalog as a basis for costing:
 Which services are provided by IT?
 What is the scope of each service?
 Define service requests for each service with
fulfillment targets
 Define Service Level Agreements with
customers
 Define prerequisites for each service
(hardware, software, licenses)
Provided Standard Services
-
New Standard Mail Account (Mo-Fr, 817, 3d)
-
Extend Inbox Capacity (Mo-Fr, 8-17, 3d)
-
Error resolution (Mo-Fr, 8-17, 8h)
-
Extend server capacity (internal)
Service Levels
-
Availability of Service (24x7, 0-24,
99,5%)
-
Mean time between failure (3 month)
Prerequisites

Mail Server (Software & Hardware)

Network

Internet Access

Spam Gateway
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IT Service Portfolio Management
Modelling different Service catalogs
Web Shop with IT
Service offerings
Application
Management
Technical Services
Basic
administration
Transport
Management
Business Services
Workplace
Email
Installation
Service
Network
Standard Inbox
 Flexible IT service modelling in
multiple hierarchies
 Assign IT infrastructure assets or
applications to IT services
 Pricing and charging on every
Service level possible
 Set relationships to IT service
offerings in IT Service Web
catalog.
Back Up
IT assets / CIs
P01 (SAP
ERP)
SAP HANA
database
Server abc
Exchange
Server
Router
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Example: Services Structure in Service Catalogues
Service Catalogue for Business offers
Services “You can order” (one-time service usage)
Services “You can order”
Client Technology
Application Management
Definition / Criteria
•
•
One-time service usage
Hardware (Type)
Hardware (Type)
One-time service charges
Software
Software(indiv.)
(indiv.)
•
Set-Up
•
•
Preparation
Processing
•
•
Based on Time & Material
Trigger for operational tasks
Hardware
Project Mgr. (h)
(standard
procedures)
Software
Consultant (h)
Developer (h)
VoIP Telephony
Hardware (Type)
Selectable for order
Recurrent
service charges
Data Backup
•
Maintenance &
Support
Price per service
Based on Time & Material
Portal / ESS
VPN Connection
Physical Move
Project Services
User Licence
Applications
Applications
Internet Access
Post-processing
Selectable for Service Requests/Orders (by user)
SAP Service
Continuous
service usage
Individual
Individual
•
Price per service
PC Return
•
Definition / Criteria
Office
Workplace
Client Copy
PC Installation
Services “You can book” (continuous service usage)
Services “You can book”
Client Technology
Application Management
•
Service
Based on consumption/usage
User Licence
•
Services “booked” in Service Contracts
Email
Maintenance &
(per customer/user)
Support
•
User License
Service Contracts store SLA and other
Travel Mgmt
Mailbox
contract
information
Service
Extension
E-Fax
User Licence
Mobile E-Mail
(Smartphone)
Maintenance &
Support
Not selectable for order
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Model IT services Service order process
Extension of Service Request Management to model an IT
Service Catalog
Allows modeling of complex services that consist of multiple
products which are delivered in scope of a service
Predefined product categories for:

Catalog  End User view on IT Services in a service
catalog

Material  Physical delivery (from stock or ordered
products)

License  Delivery of licenses (integrated in License
Management)

Services  Delivery of services (supported by Service
Request, Guided Procedures & Tasks)
New Employee
Type: Catalog Product
Standard Laptop
Type: ITSM Material
Windows 7 License
License Call-Off
Type: ITSM License
Laptop Delivery
Type: ITSM Service
Open for further service type (like User Requests for Access
Management)
Purchase
Request
SAP User
Service Request /
Guided
Procedure
User Provisioning
Type: User Request
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IT Service Order Integration in SAP ERP
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ERP for IT - Service Catalog, Order and Fulfillment Management
Typical Situation
 Typical service orders comprise multiple IT products (services, material & licenses) with different follow up
delivery processes
 “Amazon” catalog like UI is needed for End Users
Business User
Approach
 Model complex IT products using product dependencies
 Provide product/services catalog
 Integrate IT WebShop for self service ordering
 SD Integration with SAP ERP or 3rd party Supplier
 FI/CO Integration with SAP ERP for product cost calculation
Select
offered
Service
Service Fulfillment
Auto
Dispatch to
Service
teams
Approve
Service
Order
Process
tasks
Complete
Service
Request
Benefit
 Single Point of Access for End User
 Gather costs and charge services in ERP based on IT product model
 Transparency and comparability of delivered services
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Service Request Fulfilment
Increase Efficiency of Responding to User Requests
Benefits
 Increase IT support productivity
 Standardized IT service delivery
 Deliver the best solution in a timely
manner (SLA based)
 Enhance customer satisfaction
 Provide time and effort feedback for
future cost calculations
“A service request is defined as : A request from a User for information, or advice, or for a
Standard Change or for Access to an IT Service. For example to reset a password, or to
provide standard IT Services for a new User. Service Requests are usually handled by a
Service Desk, and do not require an RFC to be submitted”
 Service request creation captures all relevant information including references to
configuration items and enables rule-based dispatching as well as escalation
management
 Service request classification categorizes user requests based on multi-level
categorization and enables solution suggestions as well as auto completion
 Service Request fulfillment helps the support staff to delegate predefined tasks via
workflow or guided procedures. Read, fulfill and document the tasks and notify the
completion to the main processor.
 Service request completion closes user requests and notifies users; optionally it can
trigger follow-up processes such as recording of working time, billing, etc.
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Event & Problem Management
Increase Value for the Company
Whose task is it?
Assets
Liabilities
Fixed Assets
Equity
Working Capital
Accruals
Stocks/securities
Accounts Payable
Accounts Receivable
Inventory
Be compliant
• All services are billed
• All sales invoices are transferred to accounting
• Ensure that goods receipts and invoice receipts are matching
• All material consumptions are reflected in your inventory
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IT Problems & their Consequences for the Business
Some business related problems can only be solved by IT
Failed approv.
workflow
(purchasing
document)
Payment run
scheduled only
once a week
• Manager not informed
about approval
• Vendor invoices paid
too early (up to 6 days)
• Purchase order not
released
• Lost interest
• Component not sent
from vendor
• Less Free Cash Flow
• Manufacturing line
stops due to missing
part
Ship. point
missing in delivery
due job variant
Electr. bank
statement file
could not be read
IDoc with
customer master
data fails
• No delivery created
• Bank clearing account
not cleared
• Customer master data
missing for company
code
• No / delayed shipment
to customer
• Lost /delayed
revenue
• Open FI-AR item not
cleared
• Less open credit
facility for customer
(less further sales)
• Customer gets
dunned although he
paid
• No shipment to
customer
• SD invoice cannot be
transferred to FI
• No open item in FI-AR
• Un-allocated cash if
customer pays
• Less open credit
facility for customer
(less further sales)
• Lost revenue
IT and business should work hand in hand in order
to increase the company value!
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A typical Lifecycle of a Business Process
…and how SAP supports this process with tools
Business
IT
Business Process
Stabilization
Stabilize by monitoring…
 Interfaces
 Jobs
 Short Dumps
 ABAP Dumps
BP Monitoring
Business Process
Improvement I
Reduce systematic issues:
 Standardization issues
 Process design gaps
 Customizing errors
 Training gaps
 Data cleaning
BP Analytics
Business Process
Improvement II
Improve by internal benchmarking
 Lead Time
 Analysis of Inventory
 Supply Chain Analysis
 Order Analysis
BP Analytics
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Service Asset & Configuration
Mgmt
Different Layers of IT Solutions
Solutions
Business Processes
Business Process Steps
Business
Processes
Applications
ABAP
J2EE
Infrastructure
End-Users & Technical Scenarios
Products & Product Instances
Interfaces & Jobs
Applications & Systems
Databases & Operating Systems
Physical & Virtual Hosts
Printers
Disks & Storage
Network devices
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Closing the gap between Enterprise Architects and Infrastructure
Operations
Enterprise Architect
Applications
ABAP
J2EE
Infrastructure
?
Infrastrucutre
Operations
Business
Processes
Enterprise Architects model business processed
with BPM tools
 Modeling stops on system level
How to close the gap between infrastructure
and enterprise architects?
CMDB’s provide auto discovery of infrastructure
with inventory management and network
management
 Modeling stops at physical server level in CMDB
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Approach
 Auto-discovery of IT infrastructure
 Automatic assignment of infrastructure devices to applications
 Assignment of critical infrastructure items to Business processes
 Mapping of ERP Assets (financial information / deduction / warranties) to
physical information (installed software, hardware...)
Benefit
 Real impact analysis possible (from business process to IT infrastructure)
 Single source of truth for hardware assets containing technical and financial
information
Business
Process
Monitoring & Alerting
Typical Situation
 Financial Asset information is maintained in ERP (contracts, vendors, warranties)
 Physical Asset information is maintained in multiple Infrastructure CMDB‘s
 No single source of truth containing all asset information available
Incident, Problem & Change
ERP for IT - Hardware Asset Management
Applications
Infrastructure
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ERP for IT
End-to-end asset lifecycle management process
Physical Steps
Add serial
number
Purchase
Requisition
Purchase
Order
Goods
receipt
Manual
Mapping of
CI
Plug in
device
Equipment
creation
N
Asset
creation
ERP
Service
Order
CI
synchroniz
ation
Notification
and pickup
Auto
Mapping ?
Y
Confirm
service
request
ITSM tool
CMDB
Auto
discovery
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Summary
One technology platform allows ITIL certified
IT management processes from projects to
operations to run integrated with your ERP
landscape
By applying the cost allocation approach from
your business to your IT products, IT can
provide financial transparency and move
towards fair usage based cost allocation.
With the integration of an IT and ERP tool , you
can achieve full transparency of planned and
actual projects and operations.
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Thank you
Contact information:
David Birkenbach
Senior Solution Manager
SAP SE
[email protected]
© 2013 SAP AG or an SAP affiliate company. All rights reserved.
No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of SAP SE or an
SAP affiliate company.
SAP and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP SE
(or an SAP affiliate company) in Germany and other countries. Please see http://global12.sap.com/corporate-en/legal/copyright/index.epx for additional trademark
information and notices.
Some software products marketed by SAP SE and its distributors contain proprietary software components of other software vendors.
National product specifications may vary.
These materials are provided by SAP SE or an SAP affiliate company for informational purposes only, without representation or warranty of any kind, and SAP SE or its
affiliated companies shall not be liable for errors or omissions with respect to the materials. The only warranties for SAP SE or
SAP affiliate company products and services are those that are set forth in the express warranty statements accompanying such products and services, if any. Nothing
herein should be construed as constituting an additional warranty.
In particular, SAP SE or its affiliated companies have no obligation to pursue any course of business outlined in this document or any related presentation, or to develop or
release any functionality mentioned therein. This document, or any related presentation, and SAP SE’s or its affiliated companies’ strategy and possible future
developments, products, and/or platform directions and functionality are all subject to change and may be changed by SAP SE or its affiliated companies at any time for
any reason without notice. The information in this document is not a commitment, promise, or legal obligation to deliver any material, code, or functionality. All forwardlooking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. Readers are cautioned not to place
undue reliance on these forward-looking statements, which speak only as of their dates, and they should not be relied upon in making purchasing decisions.
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by Service - SAP Support Portal

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