IT is about people, and more specifically the 3 R’s – roles, responsibilities and relationships. Rob will highlight that this is the key to getting the people side of IT right; define and communicate clearly everybody's roles, responsibilities, and build and cement strong relationships both within IT and with internal and external business partners too. According to Rob, if we can agree who does what and to whom first, then the processes and tools will follow. Without that, IT initiatives are doomed to fail: all the shiny flowcharts and software in the world won't affect improvements until people are working together effectively. Rob will also discuss how to design service models to make sure everybody plays their part: operating models (or their subset support models), engagement models and RACI charts for each practice. He will also look at what we need and what tools are available to help you get there.
Top 10 replenishment interview questions with answerskidwellbrandon75
In this file, you can ref interview materials for replenishment such as, replenishment situational interview, replenishment behavioral interview, replenishment phone interview, replenishment interview thank you letter, replenishment interview tips …
Learn how to apply and interpret SWOT analysis for strategic planning. SWOT is a simple yet powerful tool used to analyze the positives and negatives of a business or project, helping to make informed decisions. Learning to use the SWOT matrix will help you in developing strategies to overcome weaknesses using your strengths and opportunities.
This guide is a part of Wisparent's management toolkit series.
Watch this with a 10-15 minute audiotrack at http://vimeo.com/novusprogram/lesson18
The goal of this lesson is to provide tools to determine the strengths and weaknesses of potential competitors in order to compete in various markets. The lesson begins with an overview of the importance of competitor analysis and its primary importance. A framework to analyze various competitors is then introduced. The lesson then uses the framework to analyze the key aspects of a competitor.
The Novus project is a combination of video tutorials designed to be used in conjunction with a free business simulation software program. The Novus Business and IT Program contains 36 business and IT training videos, covering basic finance, accounting, marketing, economics, business strategy, Word, Excel, and PowerPoint. Users will have an opportunity to apply the lessons in the Novus Business Simulator. Over six rounds, the user or teams will have to make decisions on capital purchases, financing, production, financing, and human resources for a microbrewery. This channel has arranged the 36 video lessons into the order in which they are meant to be used with the simulator. To watch this slideshow as a video, please go to our Vimeo page at: https://vimeo.com/novusprogram. To download our free business simulation software, please go to our SourceForge page at: http://sourceforge.net/projects/novus/.
Marketing can be defined as a process of socializing or communicating the value of product or service to the customers with the objective to sell products or services. It is actually a very critical function of business which focuses towards attracting the customers (Kotler, 2001). If properly planned and executed, marketing aims at getting far better results in form of increased sales, brand /image building, higher revenues, etc. The aim of this report is to provide an understanding of how marketing, research, planning and marketing mix are used in all organizations (Palmer, 2012). Marketing not only earns profitability to the marketers but also to the customers, as they have all the options in front of them to choose the best among the available ones (Palmer, 2012). Marketing is done with the aim of selling goods, services, events, experiences, ideas, people, businesses, information, awareness programs etc.
A sales person is a tool to get your offering out to prospects and/or customers. It’s true we can control the offering and we can shape the message presented. But it’s the Sales person’s style, presentation and skills that will determine how the customer or prospect will feel about usIT’S NOT WHAT YOU SAY IT IS. IT’S HOW THEY SAY IT
Top 10 replenishment interview questions with answerskidwellbrandon75
In this file, you can ref interview materials for replenishment such as, replenishment situational interview, replenishment behavioral interview, replenishment phone interview, replenishment interview thank you letter, replenishment interview tips …
Learn how to apply and interpret SWOT analysis for strategic planning. SWOT is a simple yet powerful tool used to analyze the positives and negatives of a business or project, helping to make informed decisions. Learning to use the SWOT matrix will help you in developing strategies to overcome weaknesses using your strengths and opportunities.
This guide is a part of Wisparent's management toolkit series.
Watch this with a 10-15 minute audiotrack at http://vimeo.com/novusprogram/lesson18
The goal of this lesson is to provide tools to determine the strengths and weaknesses of potential competitors in order to compete in various markets. The lesson begins with an overview of the importance of competitor analysis and its primary importance. A framework to analyze various competitors is then introduced. The lesson then uses the framework to analyze the key aspects of a competitor.
The Novus project is a combination of video tutorials designed to be used in conjunction with a free business simulation software program. The Novus Business and IT Program contains 36 business and IT training videos, covering basic finance, accounting, marketing, economics, business strategy, Word, Excel, and PowerPoint. Users will have an opportunity to apply the lessons in the Novus Business Simulator. Over six rounds, the user or teams will have to make decisions on capital purchases, financing, production, financing, and human resources for a microbrewery. This channel has arranged the 36 video lessons into the order in which they are meant to be used with the simulator. To watch this slideshow as a video, please go to our Vimeo page at: https://vimeo.com/novusprogram. To download our free business simulation software, please go to our SourceForge page at: http://sourceforge.net/projects/novus/.
Marketing can be defined as a process of socializing or communicating the value of product or service to the customers with the objective to sell products or services. It is actually a very critical function of business which focuses towards attracting the customers (Kotler, 2001). If properly planned and executed, marketing aims at getting far better results in form of increased sales, brand /image building, higher revenues, etc. The aim of this report is to provide an understanding of how marketing, research, planning and marketing mix are used in all organizations (Palmer, 2012). Marketing not only earns profitability to the marketers but also to the customers, as they have all the options in front of them to choose the best among the available ones (Palmer, 2012). Marketing is done with the aim of selling goods, services, events, experiences, ideas, people, businesses, information, awareness programs etc.
A sales person is a tool to get your offering out to prospects and/or customers. It’s true we can control the offering and we can shape the message presented. But it’s the Sales person’s style, presentation and skills that will determine how the customer or prospect will feel about usIT’S NOT WHAT YOU SAY IT IS. IT’S HOW THEY SAY IT
6 Common Candidate Objections and How to Handle ThemCareerBuilder
You only have one opportunity to make a first impression—so don’t let your first conversation with candidates fall flat. If you don’t respond to their concerns the right way, you could lose their interest—and lose out on top talent. Follow these tips to combat the most common candidate objections and build a lasting recruiter-candidate relationship.
130 slides include: analyzing your product/service, value added techniques, gaining the competitive advantage, ways for overcoming objections, how to sell features – benefits - solutions, reading your customer's signals, handling indecisive clients, closing the sale, how-to's and more.
Porters 5 forces - a simple explanationBrent Spilkin
Porters Five forces - a simple explanation
Porter five forces analysis is a framework to analyse level of competition within an industry and business strategy development.
It draws upon industrial organisation (IO) economics to derive five forces that determine the competitive intensity and therefore attractiveness of a market
Slides from my class on "Business Model and Strategy" in the Strategy MBA course at Aarhus BSS, Aarhus University (Sep 2014).
Key takeaways:
- business model describes the essence of business in simple terms;
- business model is different from and complementary to strategy;
- business model affects firm’s performance.
6 Common Candidate Objections and How to Handle ThemCareerBuilder
You only have one opportunity to make a first impression—so don’t let your first conversation with candidates fall flat. If you don’t respond to their concerns the right way, you could lose their interest—and lose out on top talent. Follow these tips to combat the most common candidate objections and build a lasting recruiter-candidate relationship.
130 slides include: analyzing your product/service, value added techniques, gaining the competitive advantage, ways for overcoming objections, how to sell features – benefits - solutions, reading your customer's signals, handling indecisive clients, closing the sale, how-to's and more.
Porters 5 forces - a simple explanationBrent Spilkin
Porters Five forces - a simple explanation
Porter five forces analysis is a framework to analyse level of competition within an industry and business strategy development.
It draws upon industrial organisation (IO) economics to derive five forces that determine the competitive intensity and therefore attractiveness of a market
Slides from my class on "Business Model and Strategy" in the Strategy MBA course at Aarhus BSS, Aarhus University (Sep 2014).
Key takeaways:
- business model describes the essence of business in simple terms;
- business model is different from and complementary to strategy;
- business model affects firm’s performance.
How Application Discovery and Dependency Mapping can stop you from losing cus...ManageEngine
With ever shortening technology life cycles, change is not only constant but also quite frequent in today’s IT enterprise. But can your business keep up with such rapidly evolving IT? To stay on top of the change management game, you need to know exactly WHAT components constitute your IT setup, exactly WHERE each of them are, HOW they all are interconnected, and WHICH business service depends on each component. With application discovery and dependency mapping (ADDM), you can comprehensively map these interdependencies not only between the components themselves but between the components and the business services that rely on them as well.
To learn more about ADDM listen to Eveline Oehrlich, VP and research director (IT Infrastructure and Operations) of Forrester on our webinar, “How Application Discovery and Dependency Mapping can stop you from losing customers.” Learn:
- What ADDM is, its challenges, and the benefits of adopting this approach
- How you can make better business decisions and use ADDM to recover quickly from application downtime
Also, catch an exclusive preview of the upcoming ADDM feature in ManageEngine Applications Manager.
Technology is a key enabler for achieving the synergies and savings associated with a shared services delivery model and are important tools for running an HR service center. This is the second session in an HR Shared Services learning series that ScottMadden presented in conjunction with SSON. In this session, we reviewed a range of HR technologies to consider as you plan your shared services operation. We discuss the key functions of different types of technologies, important requirements and tips for evaluating different solutions, and guidelines for estimating technology costs.
For more information, please visit www.scottmadden.com.
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
20/10 Vision: Building A 21st Century Market Research OrganizationGregory Weiss
A strategic vision to create a 21st century market research organization, leveraging technology to provide value-added services and get more return from staff research efforts
This presentation is in regards to the line of business we are in. This presentation reveals the information about the company. As we are looking for a business expansion. Clients who want to outsource business to us are always welcome as we would like work hand in hand with you.
Business Process Management 2013 - Information Management Roadmap Workshop - ...Matthew De George
"About the workshop:
Business performance improvement happens one decision at a time. Around each decision is a nexus of information which links the decision to your organisation's strategy, financial performance, and to customer value.
When BPM initiatives aren't aligned to the way modern organisations govern and optimise information, they are limited in their effectiveness.
Attend this workshop to understand how aligning your BPM initiatives with your information management agenda can dramatically improve process performance and decision-making across your organisation.
Attendees will learn how to:
Identify the information assets critical to your organisation
Develop strategies to enhance your BPM initiative through improved information
management
Structure programs which integrate information with BPM
Manage real-time customer experiences
Create rich digital channels
Drive productivity improvements"
Defining Services for a Service CatalogAxios Systems
To view this complimentary webcast in full, visit: http://forms.axiossystems.com/LP=289
Faced with continued cost pressures, as well as growing business unit demand for new services and higher service levels, IT is about to make transformation. IT is having to align their services with the needs of the business, develop standardized process and improve overall internal customer satisfaction. Arguably the most important tool to deliver these demands is the Service Catalog.
Similar to The three Rs: Roles Responsibilities Relationships (20)
in 2018, Dr Cherry Vu (T.S. Vũ Anh Đào) and Rob England started travelling from New Zealand to Vietnam, to teach, coach, and consult to senior executives and owners on business agility, calling themselves Teal Unicorn. Their dozens of clients range from twenty to twenty thousand employees, in industries such as food, real estate, wholesale, retail, manufacturing, logistics, and banking. When COVID hit, they pivoted to serving Vietnam online from Wellington (and from their caravan travelling around the country).
The results their clients get are so good that they have difficulty overcoming the justifiable scepticism of anything written by a consultancy about themselves. In Vietnamese, Cherry has tens of thousands of followers, is a best selling author, and is overloaded with work. In English, not so much. They've written two books that both get 5-star ratings but aren't widely known. Even an article in the BAI's quarterly Journal Emergence has been met largely with silence.
In this presentation, they share those fantastic results and answer your questions. They want you to know that business agility really works.
A 40 minute introduction to DevOps for the Wellington DevOps Meetup, March 2021.
Rob forgot to talk about DevSecOps, which was a fundamental topic, and the general concept of "Shift left". Only so much you can fit in an hour, but they are good topics to research further.
Rob also mentioned some books
IT Revolution DevOps Forum is the best sources of free ebooks about Devops. It costs you an email signup, but it is worth it.
Team of Teams, Stanley McChrystal - good for business agility.
(See also Brave New Work, by Aaron Dignan, as Rob's favourite primer on new ways of working)
The Phoenix Project, by Gene Kim et al. - KoolAid intro to Devops, convinces most people.
Devops Handbook, gene Kim at al - good general refence
Continuous Delivery, Humble and Farley - still the definitive textbook
The Checklist Manifesto, Atul Gawande - in praise of checklists
Field Guide to Human Error, Sidney Dekker - safety culture influences Devops
(see also Dekker's two Youtube videos on Safety Differently and Just Culture)
Rob England consults and trains in IT locally in Welly tealunicorn.com/nwomit
Or see the work Rob and Cherry do together at enterprise level tealunicorn.com/clients
Agile at work within industry and business v5Rob England
Teal Unicorn presented at the Agile In Business Forum 2019 in Auckland NZ.
Asked to do a case study, we gave five success stories to show that Business Agility works. No theory or practices, just descriptions of the companies and people, and the results. Four stories are from Vietnam at the CEO level, and one from NZ within IT. All are dancing with the system, so each one is different in the nature and journey.
There is a renaissance in the ways we work, the likes of which we haven’t seen since the introduction of management as a discipline, except perhaps the ideas of flow after World War II.
The flagship is the Agile movement, which has escaped IT and is now transforming organizations, government, and society. But Agile is too narrow a portmanteau, so we call the movement as a whole Human Systems Agility, to embrace all the concepts involved.
In this presentation we’ll explore this human aspect, one that is desperately needed in most IT cultures, through some of our practical experiences.
Presented at SHINE19 online global conference https://www.servicedeskinstitute.com/events-networking/shine19/
what holds ITIL back from more successful transformation of IT work, and how we can help it succeed, as DevOps and ITSM finally converge on each other in the common ground of service operations.
You will see all sorts of claims on the internet of how DevOps is the end of ITIL. It ain't so, and there is as much strong argument out there for the use of both. How do DevOps and ITSM affect each other? What are the connections? How will they work together? Here is one view of where the work will be needed, and what value they offer each other.
Surviving DevOps: bringing everyone along on the transformation journeyRob England
DevOps is about reskilling yourself and others in this new IT age.
Through DevOps improvement we transform the way we work. DevOps provides the approach to improving our way of working, and the navigational stars to steer by (the unicorn exemplars to aspire to).
Such transformation is essential to make people's lives better. So be careful our attempts doesn't make people's lives worse, or damage the culture of the organisation.
Let's ensure we lift everyone, or at least as many people as we can. We can make life better, the results better, and customer satisfaction better.
Blog post here http://www.itskeptic.org/content/how-devops-messes-your-head
This presentation looks at how DevOps turns some fundamental principles of IT and ITSM on their heads, with new concepts such as high velocity change, fail fast, infrastructure as code, people over process, servers as cattle, and empowered developers. DevOps is a strong leading indicator of our IT future: sooner or later we will all need to make the lateral shift in mindset required by these challenging concepts.Your IT fundamental axioms will be challenged.
IT is going through a once-in-a-lifetime (hopefully) transformation as profound as the historical Renaissance.
Presented at Pink Elephant IT Service Management Conference 2016
Enterprises are wrestling with the conflicting needs to chase competitiveness in a world of endlessly changing technology, whilst still remaining mindful and careful. In IT we are caught in the same bind. I have written about this squeeze before in "To Protect and Serve".
This year I'm looking at solutions: how IT can deal with the dichotomy with Multi-Speed IT. By embracing Agile, DevOps, BYOD and other "liberation" approaches, and integrating them into our ITSM, risk, and governance practices, we can create an IT environment with a better chance of responding at the speed of business, whatever the business chooses that speed to be. This article proposes a nuanced approach to two-speed IT, where each lifecycle implementation is a blend of the two "speeds".
http://www.itskeptic.org/content/multi-speed-it
Big Uncle is a name for the concept of “benevolent security”. Privacy is a dated concept, disappearing fast. People get all tied in a knot over this, but the consequences are only as bad as we let them be. Like any technology, there will be evil applications and there will be good ones. There are upsides: Big Uncle not Big Brother.
Who controls which one we get? The people who work in IT: we make either one happen, we are the troops.
When establishing the relationship between an external service provider (outsourcer) and customer, why do we document a whole operating model spanning both organisations? The whole point of outsourcing is that the supplier should be a black box, with inputs, outputs and performance requirements. What we need to define is the interface between the two entities, to ensure the operating models of each one mesh properly together: the Engagement Model.
This is more efficient: we don't redundantly document processes which already exist, and are documented elsewhere. It is more effective: we focus on the gaps, specifying the requirements for change in each organisation in order to connect their operating models.
This is pioneering stuff: there is very little published on what an engagement model should look like or how to develop and use it. Rob has built them: this presentation looks at a format, the content, and its uses
a pragmatic approach to Continual Service Improvement. Enough theory: this is how to actually manage an improvement programme.
Improvement changes the way people think and behave. Improving the practices and tools are secondary to changing culture. You can change software in minutes. You can change process in days. But people take much longer to change. Improvement should happen in an incremental manner: evolution not revolution. Improvement is not a project - improvement is normal behaviour for professionals: to devote a certain percentage of our time to improving the systems we work with. We should all expect that things will be better next year. We should all expect that we will make a difference and leave systems better than we found them. Improvement is business as usual.
This presentation looks at the huge amount fo potential improvement in most organisations, and how improvement goes on as part of the professional's daily work. We describe a method of breaking the task down to make it manageable, and then organising that improvement based on small increments, agile approach, empowering staff and a "relaxed" attitude - a pragmatic way of dealing with our constraints.
More here http://www.basicsm.com/tipu
a layman's view of COBIT and why you need to know about it. It may have started out as an audit tool but now COBIT is very much a general IT practices framework. There is no reason other than history why ITIL is the "default" choice as an IT framework. There are better ones around. In my consulting practice I use COBIT as my framework, and flesh it out with ITIL and other bodies of knowledge when necessary. I use COBIT to frame assessment, current state analysis, reviews, improvement planning, strategy, roles, and so on. It's better.
Real IT: the reality of IT for most organisationsRob England
"RealIT" (reality, get it?) is the application of information and its technology to the functioning of an organisation. I.e. never mind the businesses that sell shiny tech things or that manage other peoples information, or all the other specialist tech businesses we are so captivated and distracted by. Real IT is about using IT to execute an organisation's mission.
When people talk about IT these days the term is - as usual - becoming debased to mean any or all of these. That's why I have started refering to RealIT: to focus on the reality of applying IT to business/enterprise/organisational outcomes; to take us away from confusing RealIT with the consumer personal digital experience (direct from manufacturer to consumer - think Apple - is NOT Real IT, the rules are different) or with the specialist industries of IT service aggregators/outsourcers/suppliers, or IT manufacturers/startups/entrepreneurs/vendors ... all of which are hijacking and distorting the "IT" conversation away from RealIT.
The Information Technology sector is layering into interacting industries. RealIT is one layer.
RealIT isn't always about speed; the hysterical frenzy of the startup or of the retail technology vendor. RealIT isn't always about innovation or competitiveness. RealIT isn't always about novelty and attractiveness and pandering to the desires of the users. These are viewpoints which are more important in the other parts of the value chain.
RealIT is about balancing the conflicting duties of "To Protect and Serve": acting as custodian of the massive existing investment in information and its technology, whilst also serving the changing needs of the organisation.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
5. Operations and
Services Team
IT Support Teams
Business Teams
Change
Technical Teams
Service Delivery
Supplier Mgmt
Change Advisory
Board (CAB)
Service Design
Customers
Technology Team
Data TeamManagement
Group
Strategy
Requirements
Project
Approval
Demand
Approval
Change Deploy
service ICT
Service
provider
vendor
Service Centre
ICT Service Desk
Service provider Vendors
Escalation
Escalation
Reporting
Initiate
ICT Operations
Reporting
Incidents
Users
Changes
Support
Executive
Group
Policy
Business
relationship
(BPM)
Champions
Feedback
Service Support
Changes
Escalation
13. Relationships
• Inputs / outputs:
artefacts
• Operating model
• Support model
• Engagement model
14. ICT Service Desk
Infrastructure
suppliers
HR support
Staff
“Level zero” Level One Level Two Level Three
SMC UNIX
sysadmins
ICT Application
Support
triage
PeopleSoft
developers
RMS functional
analysts
PeopleSoft
Self
help
forms
Ticketing, workflow management, service levels
Ticketing , workflow
management
Incident and request management
interlock
Support Model
Level Four
JIRA
email
Heat
HR district
SMEs
Other ICT resolver
groups
WFM district
staff
RNZPC
Training
15. Support model
Contact/CRM Self help
ChannelsLevel1LevelTwo
Incident triage, resolution Major Incident Request fulfilment
HR Training Workforce Infrastructure Desktop Network Database Email user
training
Phones
LevelThree
SAP Success
factors
LevelFour
Kronos opSys WAN/LAN DevicesStorage Servers
Security
WindowsBusiness
Objects
Applications
Incidentandrequestmanagement
Problem
Management
Service level
management
Supplier Management Service
Delivery
SupportingLevel FourLevel ThreeLevel TwoLevel One
Business
relationship
ProductionChange
Change
management
Release
management
App
Support
ICT ICT ICT
x x x
ReveraKronosSuccess
Factors
SAP
ICT ICT ICT ICT ICT
Training
Microsoft
ICT
Service
Desk
ICT
ICT
ICT
Service
Desk
ICT
ICT
ICT
Service
Desk
SDM
Service
Change
ICT
ICT
Service
Desk
ICT
Change
Manager
ICT
Release
Manager
ICT
vendor
Mgmt
supplier
manage
ment
SDMSDM
ICT
Portfolio
Manager
x
ICT
Service
Desk
Spark
VendorService
provider
ICTserviceBusiness
units
HR
Support
Training
support
WFM
support
ICT
ICT
Service
Desk
SDM
ICT
Portfolio
Manager
xxx
Champions
Finance
Finance
support
xx
MyPolice
Support
Service
Centre
Service
Centre
25. ICT
Processes
DIRECT
governance artefact framework
Organisational
Principles
Organisational
Strategy
Organisational
Charter
Organisational
Behaviour
Policy
Organisational
Responsibility
Policy
Organisational
Structure
Organisational
Strategic
Policy
Organisational
Conformance
Policy
Organisational
Performance
Policy
Enterprise
Architecture
Organisational
Business plan
Organisational
Investment
budget
ICT
ISSP
Organisational
Acquisition
Policy
ICT
Security
Policy
ICT
Behaviour
Policy
ICT
Budget
Organisational
Service Strategy
ICT
Service
Strategy
ICT
Practice
Framework
ICT
Procedures
Organisational
Operating
model
ICT
Operating
model
ICT
SLAs
ICT
Service
Portfolio
ICT
Quality
Policy
ICT
Resources
Policy
ICT
Change
Policy
ICT
Availability
and capacity
plan
Organisational
BCP
ICT
Continuity
plan
ICT
CSI
plan ICT
RASCIs
User
Device
Policy
Acceptabl
e Use
Policy
ICT
Compliance
Policy
ICT
Acquisition
Policy
CMDB
SDLC
Tool
chain
Infrastructure
plan
Organisational
Vision and mission
policies plans structures
organisationalfunctionalcontextual
ICT
version
personnel finance
sales
ICT
Architecture
Organisational
Service
Portfolio
why how what
Quality
standards
• Risk
• Benefit
• Resource
• Goals
• Lifecycle
• Measures
• Lists
• Information
• Relationships
DR plan
SOE
Change
schedule
Organisational
Work
Programme
Organisational
Asset
Register
Governance artefacts
are instruments by
which governors
direct the enterprise
None of these are
necessarily written down,
but they all exist at some
level of formality if only oral
ICT
Knowledge
base
Many-to-
many
Direct
26. Balanced Scorecard
Customer Engagement
Customer satisfaction
Quality of communications
Frequency of meetings and
reviews
Timely reporting
Internal Performance
User satisfaction
Timeliness
Policy compliance of provisioning
Quality of ticketing
Financial Performance
Headcount
Staff retention
Staff productivity
Budget tracking
Improvement and Growth
Improvements delivered
Knowledgebase growth
Training programme delivered
Coaching performance
http://www.basicsm.com/content/balanced-scorecard-service-desk
27. Service RASCI
(Responsible, Accountable, Supporting, Consulted, Informed) v6
for telephony and related systems
Delivery
Manager CC Manager
Service
administrat
or
Service
Improveme
nt
Service
Supply
Level 2
technical IS CTO IS BRM
IS Service
Desk
Manager
IS Service
Desk IS SMO
IS Change
Manager
IS Release
Manager
STRATEGY AND DESIGN
Policy, strategy, and standards A R I I I C
Risk and value management A R C C C
People resource management A R
Service financial management A R
Business relationship management -strategic A R
Service level agreements A R C C C C
Quality, assurance A R S
Continual improvement management A R S
Service owner/service delivery manager A R
Business relationship management -tactical A R
Business owner A R
Service design A R C C C C
Business architecture C C
Information architecture C
Solution (service) architecture A R C
Infrastructure architecture C I
Security architecture I I
Service integration and supplier performance A R S C S
Supplier contractual management A C R
Supplier contractual management - Revera, Fujitsu, Vodafone
etc C I A
Service portfolio and catalogue R C S
Availability and capacity planning A R C I I S
OPERATION AND SUPPORT
Business relationship management -operational R S C
Helpdesk/contact channels/service desk C R C
Support platform I R
Support knowledge management R S
Request Management C R S A
Request fulfilment
Application administration tasks A R
Identity and access provisioning A R R
Device and system provisioning A R R
Data error fixing A R I
Capacity provisioning A,C R R I
User training and coaching R
Remote access permissions C R R
Site access at Revera R
Identity and access management R S S
User training R
Incident Management C R A
Level 1 support I R
triage, grey area analysis S I R
supplier coordination S I R
Level 2 support
RASCI