ITIL4 Foundation (Day Two)p
Service Value Chain
(CENTRAL ELEMENT OF THE SVS) an operating model which outlines the key activities required to respond to demand and facilitate value creation through the creation and management of products and services.
IT Asset Management Typically includes the following:
- Define, populate, and maintain the asset reister in terms of structure & content - control the asset life cycle in collaboration with other practices - provide current and historical data, reports, and support to other practices about IT assets. - Audit assets, related media, and conformity
Service integration and management
- Involves the use of a specially established integrator to ensure that service relationships are properly coordinated - May be kept within the organization or can be delegated to a trusted partner
Access to Resources (included in a service offering)
- Ownership is not transferred to the consumer - Access is granted/licensed under agreed terms or conditions. ex: access to the mobile network or to network storage
Service Actions (included in a service offering)
- Performed by the provider to address a consumer need, and according to agreement with the consumer. ex: user support; replacement of a piece of equipment
Organizations & People (Four Dimensions of Service Management)
- Roles & Responsibilities - Formal Organization Structures - Culture - Required staffing competencies all of which are related to the creation, delivery, and improvement of a service. Promoting a focus on value creation is an effective method of breaking down organizational silos
Goods (included in a service offering)
- Supplied to the customer - Ownership is transferred to the consumer - Consumer takes responsibility for future use. Example: a mobile phone; physical server
The consumer contributes to the reduction of risk through
- actively participating in the definition of the requirements of the service and the clarification of its required outcomes - clearly communicating the critical success factors (CSFs) and constraints that apply to the service - ensuring the provider has access to the necessary resources of the consumer throughout the service relationship
Two types of cost involved in service relationships
- costs removed from the consumer by the service - costs imposed on the consumer by the service (cost of service consumption).
Two types of risks that are concern to service consumers
- risks removed from a consumer by the service. May include failure of the consumers server hardware or lack of staff availability - risks imposed by a consumer by the service
Practices
- sets of organizational resources designed for performing work or accomplishing an objective. - (holistic. incorporates the 4 dimensions)
Focus on Value Steps
1. Understand and identify the service consumer 2. Understand the consumer's perspective of value 3. Map value to intended outcomes, which change over time 4. Understand the customer experience (CX) and/or user experience (UX)
Continual Improvement Steps
1. What is the vision? - Business vision, mission, goals, and objectives 2. Where are we now?- Perform baseline assessments 3. Where do we want to be? - Define measurable targets 4. How do we get there? - Define the improvement plan 5. Take Action - Execute improvement actions 6. Did we get there? - Evaluate metrics and KPIs 7. How do we keep the momentum going?
Sponsor
A person who authorizes the budget for service consumption
Customer
A person who defines requirements for services and takes responsibility for outcomes from service consumption
User
A person who uses services
Feedback Loop
A situation where part of the output of an activity is used for new input. (help everyone know where their works come from and etc). Working in a time-boxed, iterative manner with this embedded into the process allows for: - greater flexibility - faster responses to customer and business needs - ability to discover and respond to failure earlier - overall improvement in quality.
Service Consumption
Activities performed by a service consumer to consume services and includes: - Management of the consumer resources needed to consume the service - service actions performed by users, - utilizing the providers resources - requesting service actions to be fulfilled. may also include the receiving (acquiring) of goods.
Service Provision
Activities performed by an organization (service provider) to provide services and includes: - Management of provider resources configured to deliver the service - Provision of access to resources for users - Fulfillment of the agreed service actions - Service performance management and continual improvement may also include the supplying of goods
What are the three Service Consumer Roles?
Customer, User, and Sponsor
Progress Iteratively with Feedback (Guiding Principle)
Do not attempt to do everything at once. Even huge initiatives must be accomplished iteratively. By organizing work into *SMALLER*, *manageable* *SECTIONS* that can be executed and completed in a timely manner, it is easier to maintain a sharper focus on each effort. Using feedback before, throughout, and after each iteration will ensure that actions are focused and appropriate, even if circumstances change. **APPLICATION**: - comprehend the whole but doing something - ecosystem is constantly changing so feedback is essential - Fast does not mean incomplete Well Constructed feedback mechanisms facilitate understanding of: - end user & customer perception of value created. - efficiency and effectiveness of value chain activities - effectiveness of service governance as well as management controls - demand for products and services
Start Where You Are (Guiding Principle)
Do not start from scratch and build something new without *considering what is already available* to be leveraged. Likely to be a great deal in the current services, processes, programmes, projects and people that can be used to create the desired outcome. The current state should be investigated and observed directly to make sure it is fully understood. Decisions should be based on accurate information obtained through direct observation supported by an appropriate ad effective measurement. **APPLICATION**: ▪ Look at what exists as objectively as possible --> Assess where you are. ▪ role of measurement ▪ Determine if successful practices or services can be replicated or expanded. ▪ Apply your risk management skills in the decision-making process. ▪ Recognize that sometimes nothing from the current state can be reused.
Seven Guiding Principles
Embody the core messages of ITIL and of service management in general. o Focus on value o Start where you are o Progress iteratively with feedback o Collaborate and promote visibility o Think and work holistically o Keep it simple and practical o Optimize and automate Applicable to practically any initiative and to all relationships with stakeholder groups.
Partners & Suppliers (Four Dimensions of Service Management)
Encompasses an organizations relationships with other organizations that are involved in the design, development, deployment, delivery, support and/or continual improvement of services. - Also incorporates contracts and other agreements between the organization and its partners or suppliers. Factors that may influence an organizations strategy when using suppliers: - strategic focus - corporate culture - resource scarcity - cost concerns - subject matter expertise - external constraints - demand patterns - Service provider/service consumer relationships - Organization's partner and supplier strategy - Factors that influence supplier strategies - Service integration & mgmt o Service partnerships ▪ Share common goals and risks & Collaborate to achieve desired outcomes o Goods and service supply ▪ Formal contracts ▪ Clear separation of responsibilities o Every organization and every service depend on some extent on services provided by other organizations. o Service integration and management ▪ Involves the use of a specially established integrator to ensure that service relationships are properly coordinated ▪ May be kept within the organization or can be delegated to a trusted partner o An organization's strategy when it comes to using partners and suppliers should be based on its goal, culture and business environment.
Focus on Value (Guiding Principle)
Everything the organization does should link back, directly or indirectly, to value for itself, its customers and other stakeholders. Focus on value principle encompasses many perspectives, including the experience of customers and users. The service provider must: - Know who is being served (service consumer; understand and identify ) . - understand what is truly of value to service consumer. Need to know - Map value of intended outcomes which change of time. - Understand the customer experience and/or user experience - how the services help them achieve their goals - risks involved for the service consumer Value for the service consumer is: - defined by their own needs - is achieved through the support of intended outcomes and optimization of the service consumers costs and risks - changes over time and in different circumstances Application: - know how the service consumers use each service - encourage a focus on value among all staff - focus on value during normal operational activity as well as during improvement initiatives - include focus on value in every step of any improvement initiative
Components of the SVS
Guiding Principals, Governance, Continual improvement, practices, service value chain
Keep it Simple and Practical (Guiding Principle)
If a process, service, action or metric *fails* to provide value or produce a useful outcome, *eliminate* it. In a process or procedure, use the minimum number of steps necessary to accomplish the objectives. Use outcome based thinking ▪ Start with an uncomplicated approach, add later. ▪ Do not try to produce a solution for every exception. ▪ Be mindful of competing objectives. - Establish a holistic view of the organizations work. **APPLICATION** ▪ Ensure value; Simplicity is the ultimate sophistication. ▪ Do fewer things but do them better. ▪ Respect the time of the people involved. ▪ Easier to understand, more likely to adopt. ▪ Simplicity is the best route to achieving quick wins.
Value Streams and the Service Value Chain
In order to carry out a certain task, or respond to a particular situation, organizations create service value streams. Service value streams are specific combinations of activities and practices, and each one is designed for a particular scenario. As each value stream is made up of a different combination of value chain activities and practices, inputs and outputs must be understood as specific to particular value streams.
Standard Change
Low-risk, low cost, *PRE-AUTHORIZED* from a change perspective. Changes that are well understood and fully documented and be be implemented without needing additional authorization. requires a full risk assessment
Think and Work Holistically (Guiding Principle)
No service or element used to provide a service, stands alone. Outcomes achieved by the service provider and service consumer will suffer unless the organization works on the service as a WHOLE, not just on its parts. HOLISTIC approach - requires an understanding of how all parts of an org work together in an integrated way ▪ Address all 4 dimensions ▪ Understand the full-SVC Results are delivered to internal/external customers through effective and efficient management and DYNAMIC Integration of information, technology, organization, people, practices, partners, and agreements, which should all be coordinated to provide a defined value. **APPLICATION**: ▪ Recognize the complexity of the systems. ▪ Collaboration is key to thinking and working holistically. ▪ Where possible, look for patterns of interactions between system elements. ▪ To make something simple, you have to understand its complexity, and then proceed to some simple representation ▪ Automation can facilitate working holistically
Inputs of the SVS
Opportunities and Demand
Service Providers
Organizations who deliver services when provisioning services, an organization takes on this role. Can be external to the consumers organization or they can both be part of the same organization.
Required security in information security management must maintain a balance between:
Prevention, Detection, Correction
Information Security Management (ITIL Practice)
Purpose is *to protect the information needed by the organization to conduct its business*. Includes understanding and managing risks to the confidentiality, integrity and availability of information, as well as other aspects of info security such as authentication, and non-repudiation Must be driven by the most senior level in the organization Processes & Procedures required to support information security management: - an information security incident process - risk management process - control review and audit process - identify and access management process - event management - procedures for penetration testing, vulnerability scanning, etc. - procedures for managing information security related changes such as firewll configuration changes. Contribution to the service value chain: - Plan - Improve - Engage - Design/Transition - Obtain/Build - Deliver & Support
Continual Improvement (ITIL Practice)
Purpose is to *align the organizations practices and services with changing business needs* through the ongoing improvement of products, services and practices, or any element involved in the management of products & services. Key Activities - encouraging continual improvement across the organization - securing time and budget for continual improvement - identifying and logging improvement activities - assessing and prioritizing improvement opportunities - making business cases for improvement action - measuring and evaluating improvement results - coordinating improvement activities across the organization
Supplier Management (ITIL Practice)
Purpose is to *ensure that the organizations suppliers and their performances are manged* appropriately to support the seamless provision of quality products and services. Includes creating closer, more collaborative relationships with key suppliers to uncover and realize new value and reduce the risk of failure. Activities central to this include: - creating a single point of visibility and control to ensure consistency - maintaining a supplier strategy, policy, and contract management information - negotiating and agreeing contracts and arrangements - managing relationships and contracts with internal and external suppliers - managing supplier performance Activities: - supplier planning - evaluation of suppliers and contracts - supplier and contract negotiation - supplier categorization - supplier and contract management - warranty management - performance management - contract renewal and/or termination
Relationship Management (ITIL Practice)
Purpose is to *establish & nurture the links between the organization and its stakeholders* at strategic and tactical levels. Includes identification, analysis, monitoring, and continual improvement of relationships with and between stakeholders. Ensures that: - stakeholders needs and drivers are understood & products/services are prioritized appropriately. - stakeholder satisfaction is high & a constructive relationship between the organization and stakeholders is established and maintained - customers priorities for new or changed products or services in alignment with desired business outcomes, are efficiently established and articulated - customer priorities for new or changed products or services, in alignment with desired business outcomes, are effectively established and articulated. - any stakeholders complaints and escalations are handled well through sympathetic (yet formal) process - products and services facitilate VC for the service consumers as well as the org - organization facilitates value creation for all stakeholders, in line with its strategy and priorities - conflicting stakeholder requirements are mediated appropriately. Contribution of RM in VC: - Plan, Improve, Engage, Design & Transition, Obtain/Build, Deliver & Support
Change Control (ITIL Practice)
Purpose is to *maximze the number of successful IT changes* by ensuring risks have been properly assessed, authorizing changes to proceed and managing the change schedule. Usually focused on changes in products & services. Scope is defined by each each organization.
Incident Management (ITIL Practice)
Purpose is to *minimize the negative impact of incidents* by restoring normal service operations as quickly as possible to meet customer expectations. Should be: Logged, managed to meet agreed target resolution times, and prioritized./categorized. Can have an enormous impact on customer and user sanctification *Swarming* can be used to help manage incidents - involves different stakeholders working together initially, until it becomes clear which of them is best placed to continue and which can move on to other tasks.
IT Asset Management (ITIL Practice)
Purpose is to *plan & manage the full life cycle of all IT Assets* to help the organization maximize value, control costs, manage risks, support decision making about purchase, re-use, retirement, and disposal of assets and meet regulatory and contractual requirements. Includes all software, hardware, networking, cloud services and client devices Different types: - IT Asset Management (ITAM) - IT equipment and infrastructure only - Software Asset Management *SAM) - Helps optimize the use of valuable resources - Hardware assets must be labelled for clear identification Software assets must be protected from unlawful copying, which could result in unlicensed use Cloud based assets must be assigned to specific products or groups so that costs can be managed client assets must be assigned to individuals who take responsobo;ty fpr tjeor care
Problem Management (ITIL Practice)
Purpose is to *reduce the likelihood and impact of incidents* by identifying actual and potential causes of incidents, and managing workarounds and known errors. *three key activities: Problem identification, problem control, error control* They are the causes of incidents. Require investigation and analysis to identify the causes, develop work around and recommend longer term resolution. This resouces the number and impact of future incidents - Prioritized based on risk they impose - Usually focused on errors in operational environments
Monitoring & Event Management (ITIL Practice)
Purpose is to *systematically observe services and service components*, and record and report selected changes of state identified as events. *Identifies and prioritizes infrastructure, services, business processes, and information security events*. Establishes the appropriate response to those events including responding to conditions that could lead to potential faults or incidents Must identify/address these key activities: - identifying what services. systems, CIs, or other service components should be monitored, and establishing monitoring strategy - implementing and maintaining monitor - establishing and maintaining thresholds and other criteria for determining which changes of state will be treated as events - establishing and maintaining policies for how each type of detected event should be handled - implementing processes and automation required to operationalize the defined thresholds, criteria and policies.
Plan (Service Value Chain Activity)
Purpose is to ensure a shared understanding of the vision, current status and improvement direction for all four dimensions and all products and services across the organization. Key Inputs: - Policies, requirements and constraints provided by the organization's governing body - Consolidated demands and opportunities provided by engage - Value chain performance information, improvement initiatives and plans provided by improve - Knowledge and information about new and changed products & services from design/transition and obtain/build ▪ Knowledge & info about 3rd party service components from engage Key Outputs: - Strategic, tactical & operational plans - Portfolio decisions for design & transition - Architectures and policies for design and transition - Improvement opportunities for improve - Product and service portfolio for engage - Contract and agreement requirements for engage
Continual Improvement (ITIL Practice)
Purpose of the continual improvement practice is to align the organization's practices and services with changing business needs through the *ONGOING* identification and improvement of services, service components, practices or any element involved in the efficient and effective management of products and services. *KEY ACTIVITIES* ▪ Encouraging continual improvement across the organization ▪ Securing time and budget for continual improvement ▪ Identifying and logging improvement opportunities ▪ Assessing and prioritizing improvement opportunities ▪ Making business cases for improvement action ▪ Planning and implementing improvements ▪ Measuring and evaluating improvement results ▪ Coordinating improvement activities across the organization
Improve (Service Value Chain Activity)
Purpose of this activity is to ensure continual improvement of products, services and practices across all value chain activities and the four dimensions of service management. Key Inputs: - Product & service performance information provided by deliver & support - Stakeholders' feedback provided by engage - Performance information and improvement opportunities provided by all value chain activities - Knowledge and information about new and changed products & services from design and transition and obtain/build - Knowledge and info about 3rd party service components from engage Key Outputs: - Improvement initiatives and plans for all value chain activities - Value chain performance information for plan and the governing body - Improvement status reports for all value chain activities - Contract and agreement requirements for engage - Service performance information for design and transition
Design & Transition (Service Value Chain Activity)
Purpose of this activity is to ensure that products and services continually meet stakeholder expectations for quality, costs and time to market. Key Inputs: ▪ Portfolio decisions provided by plan ▪ Architectures and policies provided by plan - Product and service requirements provided by engage - Improvement initiatives and plans provided by improve - Improvement status reports from improve - Service performance information provided by deliver and support and improve Key Outputs: - Requirements & specifications for obtain/build - Contract and agreement requirements for engage - New and changed products and services to deliver and support - Knowledge and information about new and changed products and services to all value chain activities - Performance information and improvement opportunities for improve
Obtain/Build (Service Value Chain Activity)
Purpose of this activity is to ensure that service components are available when and where they are needed, and meet agreed specifications. Key Inputs: - Architectures & policies provided by plan - Contracts and agreements with external and internal suppliers and partners provided by engage - Goods & services provided by external and internal suppliers and partners - Requirements and specifications provided by design and transition - Improvement initiatives and plans provided by improve - Improvement status reports from improve - Change or project initiation requests provided by engage - Change requests provided by deliver and support - Knowledge and info about new and changed products & services from design and transition - Knowledge and info about 3rd party service components from engage Key Outputs: : - Service components for deliver and support - Service components for design and transition - Knowledge and info about new and changed service components to all VC activities - Contract and agreement requirements for engage - performance information and improvement opportunities for improve
Deliver & Support (Service Value Chain Activity)
Purpose of this activity is to ensure that services are delivered and supported according to agreed specifications and stakeholders' expectations. Key Inputs: - New and changed products & services provided by design and transition - Service components provided by obtain/build - Improvement initiatives and plans provided by improve - Improvement status reports from improve - User support tasks provided by engage - Knowledge and info about new and changed service components and services from design/transition & obtain/build - Knowledge and info about 3rd party service components from engage Key Outputs: - Services delivered to customers and users - Information on the completion of user support tasks for engage - Product and service performance information for engage and improve - Improvement opportunities for improve - Contract and agreement requirements for engage - Change requests for obtain/build - Service performance info for design/transition
Engage (Service Value Chain Activity)
Purpose of this activity is to provide a good understanding of stakeholder needs, continual engagement with all stakeholders, transparency and good relationships with all stakeholders. Key Inputs: - Product and service portfolio provided by plan - High level demand for services and products provided by customers - Requests and feedback from customers - Detailed requirements for services/products provided by customers - Incidents, service requests and feedback from users - Information on the completion of user support tasks from deliver and support - Marketing opportunities from current and potential customers and users - Cooperation opportunities & feedback provided by partners/suppliers - Contract and agreement requirements from all value chain activities - Knowledge and information about new and changed products/services from design and transition and obtain/build - Knowledge and info about 3rd party service components from suppliers /partners - Product and service performance information from deliver and support - Improvements initiatives and plans from improve - Improvement status reports from improve Key Outputs: - Consolidated demands and opportunities for plan - Product and service requirements for design and transition - User support tasks for deliver & support - Improvement opportunities and stakeholders' feedback for improve - Change or project initiation requests for obtain/build - Contracts and agreements with external and internal suppliers and partners for obtain/build & design/ transition - Knowledge and info about 3rd party service components for all VC activities - Service performance reports for customers
Guiding Principles
Recommendations that can guide an organization in all circumstances, regardless of changes in its goals, strategies, type of work, or management structure. - can be used to guide organizations in their work as they adopt a service management approach and adapt ITIL guidance to their own specific needs and circumstances. - allow organizations to integrate the use of multiple methods into an overall approach to service management. They are universally applicable to nearly any initiative.
Resources
Resources are people, processes, documentation, information assets, technologies, supplier contracts, etc.
Optimize & Automate (Guiding Principal)
Resources of all types, particularly HR, should be used to their best effect. *ELIMINATE* anything that is truly *WASTEFUL* and use technology to achieve whatever it is capable of. Human intervention should only happen where it really contributes value,. Optimization--> to make something as effective and useful as makes sense. Before an activity can be effectively automated, it should be optimized to whatever degree is possible and reasonable. **PATH TO OPTIMIZATION**: - understand and agree the context in which the proposed optimization exists - assess the current state of the proposed optimization - Focus on simplification and value when agreeing to the future state -ensure the optimization has appropriate level of stakeholder engagement and commitment - execute improvements in an iterative way - continually monitor the impact of optimization **APPLICATION**: - Simplify and/or optimize before automating. - Define your metrics. - Use the other guiding principles when applying this one. - Progress iteratively with feedback - Keep it simple and practical - Focus on value - Start where you are
Give 3 examples of stakeholders in value.
Shareholders, Employees, Community.
Service Value Chain Activities
Six Activities: - plan - improve - design & transition - obtain/build/engage - deliver & support. Service value chain activities represent the steps an organization takes in the creation of value. Each activity contributes to the value chain by transforming specific inputs into outputs. To convert inputs into outputs, the value chain activities use different combinations of ITIL practices. Each activity may draw upon internal or third-party resources, processes, skills and competencies from one of more practices. Common Rules when using the service value chain - all incoming and outgoing interactions with parties external to the value chain are performed via engage - all new resources are obtained through obtained/build - planning at all levels is performed via plan - improvements at all levels are initiated and managed via improve
External Factors Influencing the Dimensions
The PESTLE model describes factors that constrain or influence how a service provider operates. ▪ Political, Economic, Social, Technological, Legal, Environmental
Outcome of the SVS
The outcome of the SVS is value. The SVS can enable the creation of many different types of value for a wide group of stakeholders.
Service Consumers
Those to whom services are delivered. a generic role that is used to simplify the definition and description of service relationships.
How is value created?
Value is co-created through an active collaboration between providers and consumers, as well as other organizations that are part of the relevant service relationships.
Collaborate and Promote Visibility (Guiding Principle)
Working together *across boundaries* produces results that have greater buy-in, more relevance to objectives, and increased likelihood of long-term success. Achieving objectives requires information, understanding and trust. Work and consequences should be made visible, hidden agendas avoided and information shared to the greatest degree possible. Important to know: - information sharing, trust, understanding and real accomplishment all lead to collaboration. Without transparency: ▪ impression that the work is not a priority ▪ Improvement work --> lower priority over other tasks with daily urgency. Insufficient visibility of work leads to poor decision-making. It is important to: ▪ Understand the flow of work ▪ Identify bottlenecks and excess capacity ▪ Uncover WASTE. **APPLICATION**: - collaboration does not mean consensus - communicate in a way the audience can hear - decisions can only be made on visible data
Outcomes
a RESULT for a stakeholder enabled by one or more outputs. (ability to make it on time to a meeting, collaborate with coworkers using email)
Product
a configuration of resources, created by the organization, that will be potentially valuable for their customers. typically complex and not fully visible to the consumer. The portion of a product that the consumer actually sees does not always represent all of the components that comprise the product and support its delivery. Organizations define which product components their consumer see, and tailor them to suit their target consumer groups.
Service Relationships
a cooperation between a service provider and service consumer. Service Relationships include service provision, service consumption, and service relationship management.
Continual Improvement Register (CIR)
a database or structured document to track and manage improvement ideas from identification through to final action. *CAN HAVE MANY*
Service Offering
a formal description of one or more services, designed to address the needs of a target consumer group. A service offering may include goods, access to resources, and service actions.
Service
a means of enabling value co-creation by facilitating outcomes that customers want to achieve, without the customer having to manage specific costs and risks. The services an organization provides are based on one or more of its products.
Cloud Computing
a model for enabling on-demand network access to a shared pool of configurable computing resources that can be rapidly provided with minimal management effort or provider interaction
Organization
a person or a group of people that has its own functions with responsibilities, authorities and relationships to achieve its objectives. - Vary in size and complexity, and in their relation to legal entities - from a single person or a team, to a complex network of legal entities united by common objectives, relationships and authorities.
Risks
a possible events that could cause harm or loss, or make it more difficult to achieve objectives. can also be defined as uncertainty of outcome, and can be used in the context of measuring the probability of positive outcomes as well as negative outcomes.
Continual improvement
a recurring organizational activity performed at all levels to ensure that organization's performance continually meets stakeholders' expectations. **The PURPOSE of the continual improvement practice is to align the organization's practices and services with changing business needs through the ongoing identification and improvement of services, service components, practices or any element involved in the efficient and effective management of products and services.
Value Stream
a series of steps an organization uses to create and deliver products and services to a service consumer. A combination of the organizations value chain activities VS optimization may include process automation or adoption of emerging technologies and ways of working to gain efficiencies or enhance user experience. Should be continually improved to ensure org. meets objectives
service value chain
a set of interconnected activities that an organization performs in order to deliver a valuable product or service to its consumers and to facilitate value realization.
Process
a set of interrelated or interacting activities that transforms inputs into outputs. Takes one of more defined inputs and turns them into defined outputs. Define a sequence of actions and their dependencies Designed to accomplish a specific objective. Usually detailed in procedures, and instructions
Practices
a set of organizational resources designed for performing work or accomplishing an objective. Each practice: ▪ Supports multiple service VC activities ▪ Includes resources based on the 4 dimensions of service management
Single source of partnership
a single supplier who supplies all services directly or an external service integrator who manages the relationships wit hall suppliers and integrates their services on behalf of the organization
Outputs
a tangible or intangible DELIVERABLE of an activity. (Bill for a consumed service, Report, Emails sent using an email service)
Change
addition, modification, or removal of anything that could have a direct or indirect effect on services
Incident
an unplanned interruption to a service or reduction in the quality of service.
IT Asset
any *financially valuable* component that can contribute to the delivery of an IT product or service
Event
any change of state that has significance for the management of a service or other configuration item (CI). Typically recognized through notifications created by an IT Service, CI or monitoring tool.
Warranty
assurance that a product or service will meet AGREED REQUIREMENTS. - HOW the service PERFORMS. - Can be used to determine whether a service is 'fit for use'. - Typically addresses areas such as availability, capacity, security levels and continuity. - often relates to service levels aligned with the needs of service consumers. - Requires that a service has defined and agreed conditions that are met
Normal Changes
authorization based on change type. Low Risk, someone who can make rapid decisions. Very major, could be as high as management board. changes that need to be scheduled, assessed and authorized following a process. Initiation of normal change is triggered by the creation of a change request
Emergency Change
changes that must be *IMPLEMENTED ASAP* Typically not included in a change schedule and process for assessment and authorization is expedited to ensure they can be implemented quickly. Might be a separate change authority
Value Streams & Processes (Four Dimensions of Service Management)
defines the activities, workflows, controls and procedures needed to achieve agreed objectives. (applicable to both SVS in general, and specific products and services. In both contexts,) Includes: Activities the organization undertakes, how activities are organized, how value creation is ensured for all stakeholders efficiency and effectively. - Concerned with how the various parts of the organization work in an integrated and coordinated way to enable value creation through products & services.
Service Value System
describes how all the components and activities of the organization work together as a system to enable value creation. Each Org SVS has interfaces with other organizations, forming an ecosystem that can in turn facilitate value for those organizations, their customers, and other stakeholders. The PURPOSE of the SVS is to ensure that the organization continually co-creates value with all stakeholders through the use and management of products and services.
outsourcing
external suppliers providing products/services that were previously provided internally. Involves substation
The organization should evaluate and select suppliers based on
importance and impact risk costs
Information & Technology (Four Dimensions of Service Management)
includes the information created, managed, and used in the course of service provision and consumption, and the technologies that support and enable that service. - Information and knowledge - Technologies - how information is exchanged between difference services and service components - For many services, information management is the primary means of enabling customer value.
Service Relationship Management
joint activities performed by a service provider and a service consumer to ensure continual value co-creation based on agreed and available service offerings.
Problem control activities
problem analysis and documenting workarounds and known errors.
In-sourcing
products/services developed or delivered internally in an organization
Opportunities
represent options or possibilities to add vale for stakeholders or otherwise improve the organization
Service management
set of specialized organizational capabilities for enabling value to customers in the form of services. Developing these specialized organizational capabilities requires understanding of: - nature of value - nature & scope of stakeholders involved - how value creation is enabled through services
Supplier strategy
sometimes called the sourcing strategy defines the organizations plan for how it will leverage the contribution of suppliers in the achievement of its overall service management strategy
Costs
the amount of money spent on a specific activity or resource. Can be expressed in non-financial terms can be translated into financial costs (Man hours or FTEs). Two types of Costs: - Costs REMOVED from the consumer by the service. - Costs IMPOSED on the consumer by the service including charges by the service provider.
Utility
the functionality offered by a product or service to meet a particular need. (What something does) - WHAT the service DOES - can be used to determine whether a service is "fit for purpose" - requires that a service supports the performance of the consumer or remove constraints from the consumer
Governance
the means by which an organization is DIRECTED and CONTROLLED.
Demand
the need or desire for products and services among internal and external consumers.
Value
the perceived benefits, usefulness and importance of something. subject to the PERCEPTION of the stakeholders and can be subjective.
Change Authority
the person or group who authorizes a change
Automation
the use of technology to perform a step or series of steps correctly & consistently with limited or no human intervention. this requires frequent and repetitive tasks helps organizations scale up and allows human resources to be used for more complex decision-making. The simplest form of automation involves standardizing and streamlining manual tasks to allow decisions to be made 'automatically'.
