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Service Management Solution Framework (SMSF)

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Despite even the most popular "standards", such as ITIL, ITSM practitioners and commentators constantly regenerate confusion about providing and acquiring "solutions" to the problem of managing IT services for the business. The confusion means that the investment in prescribed activities and offered support can be difficult to assess for its probable effectiveness. A Solution Framework provides a standing reference for recognizing when and how something qualifies unambiguously as a solution. This Archestra Research notebook narrows the scope of the problem to exposing what a "solution" is, regardless of its source.The framework consists of three perspectives: Business-centric, Capability-centric, and IT-centric.

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Service Management Solution Framework (SMSF)

  1. 1. Service Management Solution Framework (SMSF): a Design Ontology Conceptual Overview
  2. 2. Archestra notebooks compile and organize decades of in-the-field empirical findings, to offer explanations of why things happened or can happen in certain ways or to certain effects. The descriptions are determined mainly from the perspective of strategy and architecture, to comment on and navigate between the motives and potentials that predetermine the decisions and shapes of activity as discussed in the notes. All notebooks are subject to change. ©2016 Malcolm Ryder / Archestra Research
  3. 3. Using this notebook Commonalities documented across ITSM offerings • from seven major vendors • over 50 implementation projects at medium to large enterprises • over 9 years Result • identify what routinely makes the most difference and where • systematically organize terms that prioritize topics in discussions, plans, and evaluations • provide a reliable conceptual baseline, not a limit
  4. 4. Why solutions fail When used for any reason • Implementation is misunderstood • Implementation is mere installation, not re-organization • Importance is mis-measured • Urgency of proposed scope is misidentified When solving the right problem • bad design, which leads to… • omissions, defects, and errors When solving the wrong problem • misconception, which leads to… • irrelevance, damage, obsolescence Omission: left out Defect: not suitable for use Error: mis-used
  5. 5. ITSM: Service vs. Management Service • A specific running operation made available under terms of agreement, supplying the operation’s outputs on demand to a consumer Management • Control the form, content, utilization and lifespan <of the service> as necessary at any time
  6. 6. Solution Value Logic • Services host operational capabilities • Service attributes correspond to business requirements • Solutions assure the manageability of services • The services allow business processes to optimally use operations • The attributes necessary for best utilization are included as enabling characteristics of the service • Most solutions rely on rules, process integration, and procedure automation to generate the relevant attributes
  7. 7. Solution Value Model Solutions enable management processes that bridge the capabilities of IT and the capabilities of business • Management processes align services impacts to business objectives • Management processes give IT services attributes that business recognizes and chooses as enablers of business capability Source and management of IT can be internal or external to the business IT Capability Business
  8. 8. Management Solution Framework Solution (defined) • A solution automates management procedures that enable a specified business objective to be met by a controlled operation. • The procedures may be executed by personnel and/or by an automated system Framework (defined) • A framework provides a group of related objectives (representing issues), and a group of related methods (representing operations), and cross-references the two groups. • The framework indicates how distinctive solutions are logically appropriate to the intersections of objectives and methods.
  9. 9. Managed Service Business Objectives (controlled issues/states) • Business-dictated design • Governed production and deployment • Predefined forms and terms of delivery • Operational transparency and consistency • Continually managed states Methods (controlled operations/actions) • Agreements (provisions) • Standards (utility) • Models (designs) • Workflows (functions) • Interfaces (integrations) Communications, knowledge and instructions
  10. 10. Managed Solution Business Objectives of service controls • Business-dictated design • Governed production and deployment • Predefined forms and terms of delivery • Operational transparency and consistency • Continually managed states Business Objectives of service impact alignment • Effect • Flexibility • Availability • Quality • Relevance Impacts due to management processes
  11. 11. Solution Design Business Objectives of service impact alignment • Effect • Flexibility • Availability • Quality • Relevance Capability Enablement through service attribute production • Design • Develop • Deploy • Support • Sustain • Remove Alignment Themes and Stories Production Use Cases and Tasks
  12. 12. Solution Value Business Objectives of service usability • Portfolio • Demand • Delivery • Quality • Performance Capability Enablement through service attribute production • Design • Develop • Deploy • Support • Sustain • Remove Usage Value Themes and Stories Production Use Cases and Tasks
  13. 13. Business-Centric Story Boarding Operational Capabilities Portfolio Demand Delivery Quality Performance Design Proposal Catalog Processes Standards Modeling Develop Project Service Offerings Platform Certification Engineering Deploy Commission Service Request Mgmt Provisioning Versioning & Release Implementation Support Measurement Service Level Agreements Fulfillment Tracking Event resolution Service Level Mgmt Sustain Contracting Inventory Assets Compliance Change & Config Mgmt Remove Decommission Entitlement expiration Security Warranty Limit Deactivation Business Perspectives on Usability of a Service IT management processes that support the business perspective on how services align with the business ©2016MalcolmRyder/ArchestraResearch
  14. 14. Capability-centric Story Boarding Operational Capabilities Business Processes Applications Platforms Infra- structure Resources Design Strategy Requirements Standards Configuration Selection Develop Workflows Builds Environments Systems Assets Deploy Access Delivery Interface Installation Administration Support Fulfillment Monitoring Maintenance Maintenance Assignment Sustain Evaluation Enhancements Configuration Refresh Procurement Remove Retirement Change Change Change Retirement Business Perspective on Managed Capabilities Provide management processes bridging the business capabilities and the IT capabilities. Increasingly this is the domain of XaaS – everything as a service… ©2016MalcolmRyder/ArchestraResearch
  15. 15. IT-Centric Story Boarding Managed Capabilities Transparency (insight) Compliance (governance) Standards (best practice) Provision (assurance) Production (developmt) Business Processes Analytics Approvals Policies Jobs Models Applications Monitoring Roles Requirements Packaging Changes Platforms Auditing Interfaces Interoperability Deployment Building Codes Infra- structure Monitoring Regulations Configurations Security Environment Resources Auditing Contracts Certifications Procurement Assets Business Perspectives on manageability of a Service IT management areas enabling service attributes that support the business perspective on what kind of services IT can provide ©2016MalcolmRyder/ArchestraResearch
  16. 16. ©2016 Malcolm Ryder / Archestra Research www.archestra.com mryder@archestra.com

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