3. Service Strategy :
Goal & Considerations
Goal
– Provide organizations the ability to design, develop and
implement Service Management as a strategic asset and to
think and act in a strategic manner
Considerations
Services to Resolve
Competing
offer and to conflicting
Alternatives whom demands
Alternatives to
Allocate Financial Value for
improve
Resources Visibility service quality Stakeholders
Service Value for
Investments
Quality customers
4. Service Strategy :
Value To The Business
UTILITY
Performance supported? T/F
OR Fit for
Constraints supported? purpose?
AND Value-created
T/F
Fit for use?
Available enough?
Capacity enough?
AND
Continuous enough?
T/F
Secure enough?
WARRANTY
5. Service Design: Goal & Objectives
Goal
– The main goal of Service Design is the design of new or changed
service for introduction into the live environment.
Objectives
– Take a holistic approach to the design of IT services, including
their architectures, processes, policies and documentation, to
meet current and future agreed business requirements,
functionality and quality
– Ensure consistency and integration within all activities and
processes across the entire IT technology
– Consider all aspects and impact of service including functional,
management and operational requirements,
6. Service Design :
Value to the Business
• Deliver quality, cost effective services, and to
ensure that business requirements are being
met
• Benefits to the business include:
• More effective
Improved • Service performance
• Quality of service • Service management
• Consistency of service • IT processes
• Service Alignment
• IT Governance • Reduced Total Cost of Ownership
• Information and decision (TCO)
making •Easier implementation of new or
changed services
7. Service Transition : Goals
• Set customer expectations about how the service
can be used to enable business processes
• Coordinate the release of new service between
the business and IT changes/projects
• Reduce variations between the predicted and
actual performance of the transitioned service
• Reduce the Known Errors and tasks associated
with the transition of the service
• Ensure that the service meets the service
requirements
8. Service Transition: Objectives
• To plan and manage the sources required to establish a
new and changed service
• Minimize the unpredicted impact on the production
services, operations and support organization
• Increase the customer, user and service management
staff satisfaction with the service transition practises
• Increase proper use of the services
• Provide clear and comprehensive plans that enable
alignment between the business change project and
the service transition plans
9. Service Transition: Value to the
Business
• Service Transition’s biggest contribution is to enable the service
provider to cope with higher volumes of change without impacting
service quality
• Responsiveness to new business and market developments
• Support for mergers and acuisition and transfer if services
• Confidence in compliance with business and governance
requirements
• Variances information of planning an budgeting and productivity
information related to the new of changed service
• Increased accuracy of scope and content for maintenance contracts
• Timely cancellation or changes to maintenance contracts when
components are disposed or de-commissioned
• Increased understanding of risk during and after a Change
10. Continual Service Improvement :
Goal & Objectives
• Goal
– To continually align and realign IT services to the changing business
needs by identifying and implementing improvements to IT services
that support business processes
• Objectives
– Review ,analyze and make recommendations on improvement
opportunities in each lifecycle phase
– Review and analyze Service Level Achievement results
– Identify and implement individual activities to improve IT service
quality and improve the efficiency and effectiveness of enabling ITSM
processes
– Improve cost effectiveness of delivering IT services without sacrificing
customer satisfaction
– Ensure applicable quality management methods are used to support
continual improvement activities
11. CSI : Value to the business
IMPROVEMENTS BENEFITS
• Outcomes that when compared to • The gains achieved through the
the before state show a measureable realization of improvements, usually
increase in a desirable metric or a but not always expressed in
decrease in an un-desirable management terms
VOI
ROI
• The extra value created by
• The difference between the
establishment of benefits that include
benefit(saving) achieved and the
non-monetary or long-term
amount expended to achieve that
outcomes. ROI is a subcomponent of
benefit ( as a %age )
VOI
13. A Service
Services are a means of delivering value to
customers by facilitating outcomes customers
want to achieve, without the ownership of
specific costs and risks.
– Services facilitate outcomes by enhancing
the performance of associated tasks and
reducing the effect of constraints
– The results in an increase in the probability
of desired outcomes
14. Definition of Service Management
• Service Management is a set of specialized
organizational capabilities for improving value
to customers in the form of service
– Service Management takes the form of a set of
Functions and Processes for managing Services
over their Lifecycle. Service Management
– Service Management is also a professional
practice supported by an extensive body of
knowledge, experiences and skills
15. Utility & Warranty Create Value
UTILITY
Performance supported? T/F
OR Fit for
Constraints removed? purpose?
AND Value-created
T/F
Fit for use?
Available enough?
Capacity enough?
AND
Continuous enough?
T/F
Secure enough?
WARRANTY
Utility + Warranty = Value
17. Process Model
Process Control
OWNER POLICY OBJECTIVES
Triggers
DOC’s FEEDBACK
Process
METRICS
ACTIVITIES
CSF/KPI
ROLES
Inputs Outputs
WORK IMPROVE -
PROCEDURES
INSTRUCTIONS MENTS
Including
Process Enabler process reports
& review
RESOURCES CAPABILITIES
18. The Characteristic Of Processes
1. Measurable 2. Customer
4. Responds to
Specific Events
3. Specific
Results
19. Functions & Roles
FUNCTION
Each function within an IT organization is
specialized to perform a certain type of
work and is responsible for specific outcomes
Each function will have its own capabilities
and resources. Functions build their own
body of knowledge through ongoing
experience
ROLES
A set if responsibilities, activities and
authorities granted to a person or team
A role is defined in a Process. One person or
or team may have multiple Roles, for example
the Roles of Configuration Manager and
Change Manager may be carries out by a
single person
21. Service Manager
• Manages the development, implementation,
evaluation and on-going management of new and
existing products and services
• Responsibilities include:
– Delivery and full lifecycle management of products and/or services
– Business Strategy development - Participate
– Competitive market assessment/bench-marking
– Financial and internal customer analysis
– Vendor Management
– Inventory Management
– Internal Supplier Management
– Cost Management
– SLA/SLM
22. Service Owner
• The Service Owner is accountable for a specific
service within an organization regardless of where
the underpinning technology components, processes
or professional capabilities reside
• Service ownership is as critical to Service
Management as establishing ownership for processes
which crosses multiple vertical silos or department.
23. Process Owner
• The person accountable for ensuring that the process is
being performed according to the agreed and
documented process and is meeting the aims of the
process definition:
– Accountable for the overall quality of the process
– Oversees the management of, and organizational
compliances to, the process
– Performs role of Process Champion, Design Lead,
Advocate, Coach and Protector
– Should be a senior-level manager with credibility ,
influence and authority
– Required to have the ability to influence and ensure
compliance to the policies and procedures
24. RACI Model
R Responsible
– Correct execution of the process and activities. The one
responsible for getting the job done
A Accountable
– Ownership of quality, and result of the process. The one
person who has the authority for the decision, activity or
process results
C Consulted
– Involvement through input knowledge and information
I Informed
– Receiving information about process execution and quality
