VeriSM - Overview & Intro
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A quick introduction and overview of VeriSM
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VeriSM - Overview & Intro
- 2. What is it? • VeriSM™ is a Service Management approach for the digital age. It helps organizations to work flexibly, focus on business value, and understand the many progressive practices available. • VeriSM™ is a service management approach for the digital age that helps service providers to create a flexible operating model to meet desired business outcomes. VeriSM™ supports organizations to succeed in the world of digital services, using all organizational capabilities, from IT to Marketing and Finance to Customer Service, in order to deliver value.
- 4. What is is not Not just for IT Non prescriptive or process focused Not a new process framework Not here to replace anything, leverages existing frameworks & tools
- 6. Key Concepts Emphasis on Service Culture Capabilities work as partners together within an organisation to deliver services Governance flows through the orgnasiation Guardrails of Service management principles are defined and flow through from organisation level Evolving & dataptable management mesh – find what works for you VeriSM aims to provide the 'glue' to bring the different practices together, so organizations can adopt them in a flexible way
- 7. VeriSM Model
- 8. VeriSM Model
- 9. Service Management Principles Governance principles form the Service Management Principles that flow across the organization – these are the guardrails Examples Change: The organizations consumers will be protected from failed changes Change: Product improvements will be delivered as quickly as possible – the organization accepts this increases the risk associated with a change Problem: The organization will invest in reducing the total cost of incidents Principles for e.g.: Asset management Change Continuity Knowledge Quality Performance Risk Security
- 10. Organizational Governance • Governance sets the vision to direct, evaluate and control the organisation • Organizational governance is key in VeriSM essential for the delivery of effective services & change • It’s the parameters dictated by the environment, culture & requirements of an organization • Direct • Monitor • Evaluate
- 11. Service Management Principles • Flow across the organistation E.g: The orgnanisations consumers will be protected fromfailed changes Product improvements will be delivered as quickly as possible – the orgnisation accepts this increases the risk associated with a change
- 12. Management Mesh
- 13. Mesh Applied Lines can mean anything you want them to • Process maturity • Measures • Effort • Time, Quality, Number
- 14. Stages of Service / Product Development DEFINE PRODUCE PROVIDE RESPOND
- 15. Stages of Service / Product Development Define Produce Provide Respond
- 16. Define Consumer Need Required Outcome Solution Service Blueprint
Editor's Notes
- First definition from Exin Second from book VeriSM™ is a service management approach for the digital age that helps service providers to create a flexible operating model to meet desired business outcomes. VeriSM™ supports organizations to succeed in the world of digital services, using all organizational capabilities, from IT to Marketing and Finance to Customer Service, in order to deliver value.
- VeriSM is: • Value-driven: focuses on providing value; • Evolving: an up-to-date approach which will continually evolve; • Responsive: facilitates a tailored approach depending on the business situation; • Integrated: helps you fit all the different practices together; • Service; • Management.
- Not just IT Focused Not a process framework or procedural Not here to replace or compete with ITIL
- EVERYTHING IS A SERVICE Today’s society is surrounded by products and services. Across the globe, people consume services, products and functionality at an astonishing rate. In the last few decades, products and services have become more connected to deliver everincreasing functionality and intelligence. Services become an ever-more important part of the required and expected solution. What’s the impact of all this? Put simply, consumer demand for useful solutions is increasing exponentially and organizations need to be ready to supply those solutions. Solutions include services that provide assistance, advice, help and support. Many of these services and products are enabled by, or only possible because of advances in technology. These are digital services. 1.2 CONSUMERS CONSUME So, let’s be perfectly clear: consumers consume. They provide the need (or demand) for products and services. There is a need to be fulfilled, which is articulated as requirements, and the consumer is willing to invest in and pay for that functionality, directly or indirectly. Consider public services such as education, health and safety or utilities; these are all necessary and all supported by the consumer, either indirectly via a tax system or by a direct purchase. Additionally, consumers receiving services from a service provider might also be service providers to other consumers, as part of a broader network. 1.3 PROVIDERS PROVIDE If there is a consumer, there is also a provider. Providers provide. Whether they provide (or supply) services or products, it really doesn’t matter – it is the principle behind the provision that will be our focus in this publication. The principle of providing relies on understanding the consumer. Providing something that the consumer doesn’t want does not create any value for the provider or consumer. In fact, it’s just waste. Unless you are in the waste business, this isn’t a good plan! For products and services to be successful, there must be a benefit for both the provider and consumer. The provider only invests in products and services if they see on-going demand, while the consumer wants to receive value by having their needs met and feel they are getting a return on investment. The value proposition for both parties must be defined and understood.
- 1) Service Management is for everyone not just IT – one of the things I like the best is that when VeriSM looks at defining service management principles the intention is that these principles apply across all areas of an organisation; HR, Sales, Marketing and not just IT! This makes perfect sense. It reinforces the importance of this approach by suggesting that every organization is now a service provider. That is certainly true. Public or private sector, small or large – everyone is now in the service market. Even organizations that focus on selling products (for example: retailers) need to provide services attached to those products to be successful (for example: customer service, shipping, returns). It’s not only private sector or profit-seeking organizations that need to focus on services either. Services are just as important in public sector environments, where good service can deliver a better experience for consumers or citizens. Value still needs to be delivered, whether financial or non-financial. To be successful, all organizations need to adopt an overall service management approach that delivers what their consumers need. 2) Guardrails – the 2nd thing is this idea of service management principles being defined and acting as guardrails. These principles are relevant to all products and services and include areas like security, quality, cost and risk. The principles are defined at the organizational level and communicated throughout the organization, acting as guides and standards for all product and service development and operation. In theory, this means that product and service teams can work with a variety of management practices, but still need to meet the requirements of the service management principles. 3) Evolving Management Mesh – the 3rd ties back into what I said at the top of this blog and why I relate to VeriSM. That is, when it comes to the confusion around all the management practices, in VeriSM, we are told that not all those practices will be relevant for every organization. Careful consideration should be given to any new practice added to an organization’s Management Mesh. It tells us to identify the capability gaps and issues to be resolved before selecting a management practice. It utters the cautionary warning “Just because others are doing it, doesn’t mean your organization should”.
- Service management operating model is a visual representation showing how the organisation will deliver its strategy and provide value to its customers through products & services Invludes – Governance, Service management principles, management mesh VeriSM is an operating model; ITIL, et al are all players within that operating model. VeriSM is the only service management philosophy that is truly neutral and non-biased. The operating model clearly states to use whatever framework, methodology, or standard that is most appropriate for the consumer requirements, organizational capabilities, and the mission/goals of the organization
- Similar to the Service Value System in ITIL4 – with SVC in middle Start and end with consumer In the model, governance overarches every activity, ensuring a focus on value, outcomes and the organization’s goals. Service management principles are then agreed for the organization. These make sure that all products and services are aligned with the needs of the organization. Principles are defined for areas including security, risk, quality and use of assets, and then communicated to all staff who are involved with the development and operation of products and services. The unique element of the VeriSM model is the Management Mesh which can be adapted depending on the requirements for a product or service. The Management Mesh includes: Resources Environment Emerging technologies Management practices For each product or service, these areas are considered and the Management Mesh is flexed where necessary.
- Service management principles are defined at organisation level and are in line with the Governance principles & policies Get principles & policies on a 1 page as expensive to maintain & update and these provide the Guardrails of how we do Service management Up to us & each team on how we deliver using the management mesh – which I will come on to Bring it to life with an example – The co-op wants to save 28M in 3 years and set a strategy of optimizing our operations – which means delivering change faster and also reducing our headcount So it accepts that there will be failed changes and higher risk of outages as a result – this has been accepted at organization level Each team then thinks about how they meet the policy using the management mesh as a set of tools & flexible operating model These principles align the enterprise about “What is right “and upholding organizational values. VeriSM™ helps organizations to define their service management principles. These principles will be relevant to all products and services, and include areas like security, quality, cost, risk, and more. Service management principles are defined and communicated throughout the organization, acting as ‘guardrails’ or guides for all product and service development and operation. You might cover things like: - Asset management Change Continuity Knowledge Quality Performance Risk Security
- Governance is the underpinning system of Directing & controlling an organization – its sets the vision that’s translated to policies Organisational governance is key in VeriSM – its basically sets the foundation of how the organization makes decisions It’s the parameters dictated by the environment, culture & requirements of an organization The parameters are governing principles, practices & activities that all decisions are based on Its important that the governing principles should cascade through the organization Governance controls the orgnisation through Direct, Evaluate & monitor activities
- The principles provide the guardrails – up the the orgnisation on how they deliver using the management mesh VeriSM™ helps organizations to define their service management principles. These principles will be relevant to all products and services, and include areas like security, quality, cost, risk, and more. Service management principles are defined and communicated throughout the organization, acting as ‘guardrails’ or guides for all product and service development and operation. - Asset management Change Continuity Knowledge Quality Performance Risk Security
- The ‘Current View’ Management Mesh provides a baseline view of your organization’s unique mix of resources, environment, management practices, and emerging technologies VeriSM™ Model Management Mesh allows teams to work on products and services flexibility, using their: - Resources - Management practices - Environment, and - Emerging technologies. Integrates various methodologies Each strand of the mesh represents one element and when elements combine, they create a strong fabric that the service provider can use to meet or exceed requirements of the consumer. Resources Examples of resource “strands” that are part of the Management Mesh are: People Available financial funds Assets such as information, buildings or offices, or inventory Time Knowledge and Experience Environment Examples of environment “strands” of the VeriSM Management Mesh are: Statutory and Regulatory Requirements Competition and Market Circumstances Organizational and Local Culture Emerging Technologies Examples of emerging technology “strands” that could be part of Management Mesh are: Internet of Things (IoT) Big Data Cloud Automation Virtualization Management Practices Examples of management practices “strands” the Management Mesh could consist of are: Industry Best Practices Frameworks such as ITIL®, COBIT®, and IT4IT Industry Standards such as ISO/IEC 20000, and SO/IEC 27001 Approaches, Models and Concepts such as DevOps, Agile, Lean, SIAM Portfolio, Program and Project Management
- The VeriSM™ Model Management Mesh allows teams to work on products and services flexibility, using their: - Resources - Management practices - Environment, and - Emerging technologies. Each strand of the mesh represents one element and when elements combine, they create a strong fabric that the service provider can use to meet or exceed requirements of the consumer. Resources Examples of resource “strands” that are part of the Management Mesh are: People Available financial funds Assets such as information, buildings or offices, or inventory Time Knowledge and Experience Environment Examples of environment “strands” of the VeriSM Management Mesh are: Statutory and Regulatory Requirements Competition and Market Circumstances Organizational and Local Culture Emerging Technologies Examples of emerging technology “strands” that could be part of Management Mesh are: Internet of Things (IoT) Big Data Cloud Automation Virtualization Management Practices Examples of management practices “strands” the Management Mesh could consist of are: Industry Best Practices Frameworks such as ITIL®, COBIT®, and IT4IT Industry Standards such as ISO/IEC 20000, and SO/IEC 27001 Approaches, Models and Concepts such as DevOps, Agile, Lean, SIAM Portfolio, Program and Project Management
- The ‘Current View’ Management Mesh provides a baseline view of your organization’s unique mix of resources, environment, management practices, and emerging technologies of development of a product or service:[3] “Define. Starting from customer requirements, the organization designs the service or product using a variety of methods to gather the customer’s technical, non-technical, or performance needs. The result of this stage is a service blueprint. Produce. This is the stage of building, testing, and implementing the service or the product based on the service blueprint (which takes place under agreed change management practices). Provide. The activities needed to keep the service or product (and outcomes) fit for purpose by protecting, maintaining, and improving. Respond. This is the activity of collecting, managing, and addressing customer feedback.”
- The ‘Current View’ Management Mesh provides a baseline view of your organization’s unique mix of resources, environment, management practices, and emerging technologies of development of a product or service:[3] “Define. Starting from customer requirements, the organization designs the service or product using a variety of methods to gather the customer’s technical, non-technical, or performance needs. The result of this stage is a service blueprint. Produce. This is the stage of building, testing, and implementing the service or the product based on the service blueprint (which takes place under agreed change management practices). Provide. The activities needed to keep the service or product (and outcomes) fit for purpose by protecting, maintaining, and improving. Respond. This is the activity of collecting, managing, and addressing customer feedback.”
- tages of development of a product or service:[3] “Define. Starting from customer requirements, the organization designs the service or product using a variety of methods to gather the customer’s technical, non-technical, or performance needs. The result of this stage is a service blueprint. Produce. This is the stage of building, testing, and implementing the service or the product based on the service blueprint (which takes place under agreed change management practices). Provide. The activities needed to keep the service or product (and outcomes) fit for purpose by protecting, maintaining, and improving. Respond. This is the activity of collecting, managing, and addressing customer feedback.”
- tages of development of a product or service:[3] “Define. Starting from customer requirements, the organization designs the service or product using a variety of methods to gather the customer’s technical, non-technical, or performance needs. The result of this stage is a service blueprint. Produce. This is the stage of building, testing, and implementing the service or the product based on the service blueprint (which takes place under agreed change management practices). Provide. The activities needed to keep the service or product (and outcomes) fit for purpose by protecting, maintaining, and improving. Respond. This is the activity of collecting, managing, and addressing customer feedback.”
- tages of development of a product or service:[3] “Define. Starting from customer requirements, the organization designs the service or product using a variety of methods to gather the customer’s technical, non-technical, or performance needs. The result of this stage is a service blueprint. Produce. This is the stage of building, testing, and implementing the service or the product based on the service blueprint (which takes place under agreed change management practices). Provide. The activities needed to keep the service or product (and outcomes) fit for purpose by protecting, maintaining, and improving. Respond. This is the activity of collecting, managing, and addressing customer feedback.”
- tages of development of a product or service:[3] “Define. Starting from customer requirements, the organization designs the service or product using a variety of methods to gather the customer’s technical, non-technical, or performance needs. The result of this stage is a service blueprint. Produce. This is the stage of building, testing, and implementing the service or the product based on the service blueprint (which takes place under agreed change management practices). Provide. The activities needed to keep the service or product (and outcomes) fit for purpose by protecting, maintaining, and improving. Respond. This is the activity of collecting, managing, and addressing customer feedback.”
- The VeriSM™ Model Management Mesh allows teams to work on products and services flexibility, using their: - Resources - Management practices - Environment, and - Emerging technologies. Each strand of the mesh represents one element and when elements combine, they create a strong fabric that the service provider can use to meet or exceed requirements of the consumer. Resources Examples of resource “strands” that are part of the Management Mesh are: People Available financial funds Assets such as information, buildings or offices, or inventory Time Knowledge and Experience Environment Examples of environment “strands” of the VeriSM Management Mesh are: Statutory and Regulatory Requirements Competition and Market Circumstances Organizational and Local Culture Emerging Technologies Examples of emerging technology “strands” that could be part of Management Mesh are: Internet of Things (IoT) Big Data Cloud Automation Virtualization Management Practices Examples of management practices “strands” the Management Mesh could consist of are: Industry Best Practices Frameworks such as ITIL®, COBIT®, and IT4IT Industry Standards such as ISO/IEC 20000, and SO/IEC 27001 Approaches, Models and Concepts such as DevOps, Agile, Lean, SIAM Portfolio, Program and Project Management