ITIL Service Strategy

Name: ITIL Service Strategy
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AXELOS AXELOS(Autor*in)

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Erschienen am 29. Juli 2011

500 Seiten

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ITIL® Service Strategy
Contents
List of figures
List of tables
Foreword
Preface
Acknowledgements
1 Introduction
1.1 Overview
1.1.1 Purpose and objectives of service strategy
Figure 1.1 The ITIL service lifecycle
1.1.2 Scope
1.1.3 Usage
1.1.4 Value to business
1.1.5 Target audience
1.2 Context
Figure 1.2 ITIL's relationship with other Best Management Practice guides
1.2.1 Service strategy
1.2.2 Service design
1.2.3 Service transition
1.2.4 Service operation
1.2.5 Continual service improvement
1.3 ITIL in relation to other publications in the Best Management Practice portfolio
1.4 Why is ITIL so succesful?
1.5 Chapter sumary
2 Service management as a practice
2.1 Services and service management
2.1.1 Services
Figure 2.1 Conversation about the definition and meaning of services
2.1.2 Service management
2.1.3 IT service management
2.1.4 Service providers
2.1.5 Stakeholders in service management
2.1.6 Utility and warranty
2.1.7 Best practices in the public domain
Figure 2.2 Services are designed, built and delivered with both utility and warranty
Figure 2.3 Sources of service management best practice
2.2 Basic concepts
2.2.1 Assets, resources and capabilities
2.2.2 Processes
Figure 2.4 Examples of capabilities and resources
Figure 2.5 Process model
2.2.3 Organizing for service management
2.2.3.1 Functions
2.2.3.2 Roles
2.2.3.3 Organizational culture and behaviour
2.2.4 The service portfolio
2.2.5 Knowledge management and theSKMS
Figure 2.6 The service portfolio and its contents
2.3 Governance and management systems
2.3.1 Governance
2.3.2 Management systems
Figure 2.7 Architectural layers of an SKMS
2.4 The service life cycle
Figure 2.8 Plan-Do-Check-Act cycle
Table 2.1 The processes described in each core ITIL publication
2.4.1 Specialization and coordination across the lifecycle
2.4.2 Processes through the service lifecycle
Figure 2.9 Integration across the service lifecycle
Figure 2.10 Continual service improvement and the service lifecycle
3 Service strategy principles
3.1 Strategy
3.1.1 Fundamental aspects of strategy
3.1.1.1 Using theory to support strategy
3.1.1.2 Strategy must enable service providers to deliver value
3.1.1.3 A basic approach to deciding a strategy
3.1.1.4 Service management as a strategic asset
3.1.1.5 Strategy synthesizes opposing dynamics
3.1.1.6 Strategy as a means to out perform competitors
Figure 3.1 Achieving a balance between opposing strategic dynamics
3.1.1.7 Government and non-profit organizations
3.1.2 The four Ps of strategy
Figure 3.2 Perspective, positions, plans and patterns
3.1.2.1 Perspective
3.1.2.2 Position
3.1.2.3 Plan
3.1.2.4 Pattern
3.1.2.5 The relationship between the four Ps
Figure 3.3 Strategic plans result in patterns
3.2 Customers and services
3.2.1 Customers
3.2.1.1 How do customers differ from users and consumers?
3.2.1.2 Internal and external customers
Table 3.1 Differences between internal and external customers
Table 3.1 continued
3.2.1.3 Business units as customers
3.2.1.4 Other IT organizations as customers
3.2.1.5 IT as an external service provider
3.2.2 Services
Table 3.2 Differences between services and manufactured products
3.2.2.1 Outcomes
Table 3.3 Differences between outputs and outcomes
3.2.2.2 Responsibility for specific costs and risks
Figure 3.4 The service triangle
Figure 3.5 Internal and external services
Table 3.4 Types of IT service
3.2.2.3 Internal and external services
3.2.2.4 Core, enabling and enhancingservices
Table 3.5 Examples of core, enabling and enhancing services
3.2.3 Value
3.2.3.1 Creating value
Figure 3.6 Components of value
Figure 3.7 How customers perceive value
Figure 3.8 Money spent, value added and value realized
3.2.3.2 Value added and value realized
3.2.3.3 Linking 'value added' to 'valuerealized'
Figure 3.9 IT services and value
3.2.3.4 Value capture
3.2.4 Utility and warranty
3.2.4.1 The effect of improved utility on aservice
Table 3.6 Examples of utility and warranty statements
3.2.4.2 The effect of improved warranty on aservice
Figure 3.10 Utility increases the performance average
Figure 3.11 Warranty reduces the performance variation
3.2.4.3 The combined effect of warranty andutility on a service
Table 3.7 Investment strategies for utility and warranty
Figure 3.12 A service with improved utility and warranty
Figure 3.13 Combined effects of utility andwarranty on customer assets
Figure 3.14 Value of a service in terms of return onassets for the customer
3.2.4.4 Communicating utility
Figure 3.15 Utility described in terms of outcomes supported and constraints removed
3.2.4.5 Communicating warranty
3.2.4.6 Communicating the combined effect of utility and warranty
3.2.5 Customer assets, service assets andstrategic assets
3.2.5.1 Assets, resources and capabilities
3.2.5.2 Business units and service providers
Figure 3.16 Customer assets drive businessoutcomes
Figure 3.17 Service assets drive services to achieve business outcomes
Figure 3.18 Service management optimizes the performance of service assets
Figure 3.19 Simple view of an IT organization
Figure 3.20 Process as a means for managing the silos of the organization chart
Figure 3.21 Service management enables businessoutcomes
Figure 3.22 How a service provider enables a business unit's outcomes
Table 3.8 Examples of how service potential is increased
3.2.5.3 Strategic assets
Figure 3.23 Growing service management into a trusted strategic asset
3.3 Service providers
3.3.1 Type I (internal service provider)
Figure 3.24 Type I providers
3.3.2 Type II (shared services unit)
Figure 3.25 Common Type II providers
3.3.3 Type III (external service provider)
Figure 3.26 Type III providers
3.3.4 How do customers choose between types?
Table 3.9 Customer decisions on service provider types
3.3.5 The relative advantage of incumbency
3.4 How to define services
3.4.1 Step 1 - Define the market and identify customers
3.4.2 Step 2 - Understand the customer
3.4.3 Step 3 - Quantify the outcomes
Figure 3.27 Analysing how a service will impact an outcome
3.4.4 Step 4 - Classify and visualize the service
Figure 3.28 Classifying services using service archetypes and customer assets
Figure 3.29 Asset-based and utility-based strategies
Figure 3.30 Visualization of services as value-creating patterns
3.4.5 Step 5 - Understand the opportunities (market spaces)
3.4.6 Step 6 - Define services based on outcomes
Figure 3.31 Defining services with utility components
Figure 3.32 Defining services with warranty components
Table 3.10 Defining actionable service components
3.4.7 Step 7 - Service models
Figure 3.33 Dynamics of a service model
3.4.8 Step 8 - Define service units and packages
3.4.8.1 Service packages
Figure 3.34 A service package
Figure 3.35 Service packages can consist ofmultiple individual services of any type
Figure 3.36 Service packages can contain other service packages
3.4.8.2 Services and service packages caninclude options
3.4.8.3 Cloud computing
3.4.8.4 Segmentation
3.4.8.5 Designing and transitioning servicepackages
Table 3.11 User segmentation and user packages
3.5 Strategies for customer satisfaction
3.5.1 The Kano model
Figure 3.37 Perceptions of utility and customer satisfaction
Table 3.12 The Kano model and service attributes (after Kano et al., 1984)
Table 3.13 The Kano evaluation table (Kano et al., 1984)
Figure 3.38 Service economic dynamics for external service providers
3.6 Service economics
Figure 3.39 Service economic dynamics for internal service providers
3.6.1 Return on investment
Table 3.14 Sample business case structure
Table 3.15 Common business objectives
3.6.1.1 Business case
Figure 3.40 Single business impact can affect multiple business objectives
3.6.1.2 Pre-programme ROI
Figure 3.41 Multiple business impacts can affect a single business objective
Table 3.16 NPV decisions
Table 3.17 Example of NPV of a proposed service management programme
Table 3.18 Types of cash flow
3.6.1.3 Post-programme ROI
Table 3.19 Example of the IR of a proposed service management programme
Figure 3.42 Post-programme ROI approach
Figure 3.43 Forecast analysis
3.6.2 Business impact analysis
3.7 Sourcing strategy
3.7.1 Deciding what to source
3.7.2 Sourcing structures
Table 3.20 Main sourcing structures (delivery strategies)
3.7.3 Multi-vendor sourcing
Figure 3.44 The service sourcing staircase
Figure 3.45 Using service provider interfaces
3.7.4 Service provider interfaces
3.7.5 Sourcing governance
3.7.6 Critical success factors
3.8 Service structures in the value network
3.8.1 From value chains to value networks
Figure 3.46 Example of a value network
3.8.2 Using value networks
3.9 Service strategy inputs and outputs
Figure 3.47 Existing flowchart of how the service desk was supposed to work
Figure 3.48 Value net exchanges showing how things really worked
Table 3.21 Service strategy inputs and outputs by lifecycle stage
4 Service strategy processes
4.1 Strategy management for IT services
4.1.1 Purpose and objectives
4.1.2 Scope
Figure 4.1 Overall business strategy and the strategies of business units
Figure 4.2 The scope of strategy management
4.1.3 Value to business
4.1.4 Policies, principles and basic concepts
4.1.4.1 Cautionary note
4.1.5 Process activities, methods and techniques
4.1.5.1 Strategic assessment
Figure 4.3 The strategy management process
Table 4.1 Questions to assess existing services as differentiators
4.1.5.2 Strategic assessment: analyse the internal environment
4.1.5.3 Strategic assessment: analyse the external environment
4.1.5.4 Strategic assessment: define market spaces
4.1.5.5 Strategic assessment: identify strategic industry factors
Figure 4.4 Strategic industry factors and competitive positions in playing fields
Figure 4.5 Strategic analysis of customer portfolio
4.1.5.6 Strategic assessment: establish objectives
Figure 4.6 Strategic options for the service provider
Table 4.2 Customer data inputs for creating objectives
4.1.5.7 Strategy generation, evaluation and selection
4.1.5.8 Strategy generation: determine perspective
4.1.5.9 Strategy generation: form a position
Figure 4.7 Variety-based (left) and needs-based (right) positioning
Figure 4.8 Access-based positioning
Figure 4.9 Combining variety-based, needs-based and access-based positioning
4.1.5.10 Strategy generation: craft a plan
Figure 4.10 Critical success factors leveraged across market spaces
4.1.5.11 Strategy generation: adopt patterns of action
4.1.5.12 Strategy execution
Table 4.3 Examples of service management patterns
4.1.5.13 Strategy execution: other service management processes
4.1.5.14 Strategy execution: align assets with customer outcomes
4.1.5.15 Strategy execution: optimize critical success factors
4.1.5.16 Strategy execution: prioritize investments
Figure 4.11 Prioritizing strategic investments based on customer needs
4.1.5.17 Measurement and evaluation
4.1.5.18 Measurement and evaluation: continual service improvement
4.1.5.19 Measurement and evaluation:expansion and growth
Figure 4.12 Expansion into adjacent market spaces
4.1.5.20 Strategy management for internal IT service providers
Figure 4.13 Expansion within single customers andmarket spaces
4.1.6 T riggers, inputs, outputs and interfaces
4.1.6.1 Triggers
4.1.6.2 Inputs
4.1.6.3 Outputs
4.1.6.4 Interfaces
4.1.7 Information management
4.1.8 Critical success factors and key performance indicators
4.1.9 Challenges and risks
4.1.9.1 Challenges
4.1.9.2 Risks
4.2 Service p ortfolio management
4.2.1 Purpose and objectives
4.2.2 Scope
4.2.3 Value to business
4.2.4 Policies, principles and basic concepts
4.2.4.1 The service portfolio
4.2.4.2 Service pipeline
Figure 4.14 The service portfolio
4.2.4.3 Service catalogue
Figure 4.15 The service catalogue and linkagesbetween services and outcomes
Figure 4.16 Service catalogue and demand management
4.2.4.4 Retired services
Figure 4.17 Service portfolio and service catalogues
4.2.4.5 Configuration management system
4.2.4.6 Application portfolio
4.2.4.7 Customer portfolio
4.2.4.8 Customer agreement portfolio
4.2.4.9 Project portfolio
4.2.4.10 Service models
4.2.4.11 Market spaces and service growth
4.2.4.12 Aligning service assets, services andbusiness outcomes
4.2.4.13 Service portfolio managementthrough the service lifecycle
4.2.5 Process activities, methods and techniques
Figure 4.18 Phases of service portfolio management
4.2.5.1 Process initiation
4.2.5.2 Process initiation: strategy management for IT services
4.2.5.3 Process initiation: business relationship management
Figure 4.19 The service portfolio management process
4.2.5.4 Process initiation: continual service improvement
4.2.5.5 Process initiation: other service management processes
4.2.5.6 Define
4.2.5.7 Define: strategy
4.2.5.8 Define: request from business
4.2.5.9 Define: service improvement opportunities and plans
4.2.5.10 Define: service suggestion
4.2.5.11 Define: existing service?
4.2.5.12 Define: service, customers, business outcomes (new services)
4.2.5.13 Define: service model (new services)
4.2.5.14 Define: impact on service portfolio(existing services)
4.2.5.15 Define: impact on service model(existing services)
4.2.5.16 Analyse
4.2.5.17 Analyse: service portfolio review
4.2.5.18 Analyse: analyse investments, value and priorities
Figure 4.20 Option spaces (tomato garden example)
Figure 4.21 The option space tool for IT service management
Figure 4.22 How executives allocate budget to strategic categories of service
Figure 4.23 An internal service provider focused on maintaining services (RTB)
Figure 4.24 An external service provider focused on expanding the scope of services (TTB)
4.2.5.19 Analyse: articulate value proposition
4.2.5.20 Approve: is the service or change feasible?
4.2.5.21 Approve: change proposal
4.2.5.22 Approve: change management authorization
4.2.5.23 Approve: change proposal authorized?
4.2.5.24 Service charter
4.2.5.25 Charter: communicate with stake holders
4.2.5.26 Charter: service design and transition processes
4.2.5.27 Charter: track progress and update service portfolio
4.2.5.28 Service successful?
4.2.5.29 Retiring services
4.2.5.30 Refreshing the portfolio
4.2.6 Triggers, inputs, outputs and interfaces
4.2.6.1 Triggers
4.2.6.2 Inputs
4.2.6.3 Outputs
4.2.6.4 Interfaces
4.2.7 Information management
4.2.8 Critical success factors and key performance indicators
4.2.9 Challenges and risks
4.2.9.1 Challenges
4.2.9.2 Risks
4.3 Financial management for IT services
4.3.1 Purpose and objectives
4.3.2 Scope
4.3.3 Value to business
4.3.4 Policies, principles and basic concepts
4.3.4.1 Enterprise financial management policies
4.3.4.2 Funding
4.3.4.3 Financial management for IT services and value
4.3.4.4 Compliance
4.3.5 Process activities, methods and techniques
4.3.5.1 Major inputs
Figure 4.25 Major inputs, outputs and activities of financial management for IT services
4.3.5.2 Accounting
4.3.5.3 Accounting: cost model
Figure 4.26 Cost by IT organization
Figure 4.27 Cost by service
Figure 4.28 Cost by customer
Figure 4.29 Cost by location
Figure 4.30 Hybrid cost model (service, customer, location)
4.3.5.4 Accounting: cost centres and cost units
Figure 4.31 Example of cost centres and cost units
4.3.5.5 Accounting: cost types and cost elements
Figure 4.32 Cost types and cost elements
4.3.5.6 Accounting: cost classification
Figure 4.33 A cost can be classified as direct or indirect in different cost models
Table 4.4 Budgeting, IT accounting and charging cycles
Table 4.5 Examples of capital and operational costs
Table 4.6 Example of indirect cost rate calculation
Table 4.7 Examples of fixed and variable costs
Figure 4.34 Example - fixed and variable costs in a printing service
Figure 4.35 Common depreciation methods
4.3.5.7 Accounting: chart of accounts
4.3.5.8 Accounting: analysis and reporting
Figure 4.36 Translation of cost account data to service account information
Figure 4.37 Examples of budget deviation analysis
4.3.5.9 Accounting: action plans
4.3.5.10 Budgeting
4.3.5.11 Budgeting: analysis of previous budget
4.3.5.12 Budgeting:assessment of plans
4.3.5.13 Budgeting: specification of changes to funding and spending
4.3.5.14 Budgeting: cost and income estimation
4.3.5.15 Budgeting: budget(s)
4.3.5.16 Charging
4.3.5.17 Charging: charging policies
4.3.5.18 Charging: decide chargeable items
Figure 4.38 Cost units and chargeable items
4.3.5.19 Charging: pricing
4.3.5.20 Charging: billing
4.3.6 Triggers, inputs, outputs and interfaces
4.3.6.1 Triggers
4.3.6.2 Inputs
4.3.6.3 Outputs
4.3.6.4 Interfaces
4.3.7 Information management
4.3.8 Critical success factors and key performance indicators
4.3.9 Challenges and risks
4.3.9.1 Challenges
4.3.9.2 Risks
4.4 Demand management
4.4.1 Purpose and objectives
4.4.2 Scope
4.4.3 Value to business
Table 4.8 Comparison of demand management and capacity management
Figure 4.39 Tight coupling between demand, capacity and supply
4.4.4 Policies, principles and basic concepts
4.4.4.1 Supply and demand
4.4.4.2 Gearing service assets
4.4.4.3 Demand management through the lifecycle
4.4.5 Process activities, methods and techniques
4.4.5.1 Identify sources of demand forecasting
4.4.5.2 Patterns of business activity
Figure 4.40 Examples of patterns of business activity
Table 4.9 User profiles matched with patterns of business activity (example)
4.4.5.3 User profiles
Figure 4.41 Business activity influences patterns of demand for services
4.4.5.4 Activity-based demand management
Figure 4.42 Example of activity-based demand management
4.4.5.5 Develop differentiated offerings
4.4.5.6 Management of operational demand
4.4.6 Triggers, inputs, outputs and interfaces
4.4.6.1 Triggers
4.4.6.2 Inputs
4.4.6.3 Outputs
4.4.6.4 Interfaces
4.4.7 Information management
4.4.8 Critical success factors and key performance indicators
4.4.9 Challenges and risks
4.4.9.1 Challenges
4.4.9.2 Risks
4.5 Business relationship management
4.5.1 Purpose and objectives
4.5.2 Scope
4.5.2.1 Processes and roles for business relationship management and SLM
Table 4.10 Differences between business relationship management and service level management
Table 4.11 Business relationship management process activities and other service management processes
4.5.3 Value to business
4.5.3.1 Business relationship management and other service management processes
4.5.4 Policies, principles and basicconcepts
4.5.4.1 Business relationship management and the business relationship manager
4.5.4.2 Customer portfolio
4.5.4.3 Customer agreement portfolio
4.5.4.4 Customer satisfaction
Table 4.12 What satisfies customers and users?
4.5.4.5 Service requirements
Table 4.13 Customer tasks, outcomes and constraints
4.5.4.6 Business relationship management as facilitator of strategic partnerships
Figure 4.43 Business relationship management activities
4.5.5 Process activities, methods and techniques
4.5.5.1 The nature of the business relationship management process
4.5.5.2 Process initiation
4.5.5.3 Initiation by customers
4.5.5.4 Initiation by the service provider
4.5.5.5 The business relationship management process through the lifecycle
4.5.6 Triggers, inputs, outputs and interfaces
4.5.6.1 Triggers
4.5.6.2 Inputs
4.5.6.3 Outputs
4.5.6.4 Interfaces
4.5.7 Information management
4.5.8 Critical success factors and key performance indicators
4.5.9 Challenges and risks
4.5.9.1 Challenges
4.5.9.2 Risks
5 Service strategy, governance, architecture and ITSM implementation strategies
5.1 Governance
5.1.1 What is governance?
Figure 5.1 Strategy, policy and plan
5.1.1.1 Setting the strategy, policies andplans
Figure 5.2 Governance activities
5.1.1.2 Evaluate
5.1.1.3 Direct
5.1.1.4 Monitor
5.1.2 Who governs?
5.1.3 What is the difference between governance and management?
Figure 5.3 Governance and management activities
5.1.4 The governance framework
5.1.5 What is IT governance?
5.1.6 How is corporate governance of IT defined, fulfilled and enforced?
Figure 5.4 Governance bodies
5.1.7 How does service strategy relate to governance?
5.2 Establishing and maintaining a service management system
5.3 IT service strategy and the business
5.3.1 Using service strategy to achieve balance
Figure 5.5 Using strategy to achieve balance
5.3.2 Integrated partners
5.4 IT s ervice st rategy and enterprise architecture
Figure 5.6 Enterprise architecture, strategy and service management
5.5 IT s ervice st rategy and application development
5.6 Creating a strategy for implementing service management processes
5.6.1 Types of service management implementation
5.6.1.1 Even keel mode
5.6.1.2 Trouble mode
Figure 5.7 Strategy for organizations in trouble
Figure 5.8 Dealing with repeated trouble
5.6.1.3 Growth mode
Figure 5.9 Strategy for organizations in growth mode
5.6.1.4 Radical change mode
Figure 5.10 Strategy for organizations planning radical change
5.6.2 Defining a vision and mission for the service management implementation
5.6.2.1 Defining the vision and mission
5.6.3 Service management assessment
5.6.3.1 What should be assessed?
5.6.3.2 Compliance- and maturity-based assessments
Table 5.1 Differences between compliance- and maturity-based assessments
5.6.4 O bjectives for implementing service management
5.6.4.1 Using assessment outputs to define objectives
5.6.4.2 Setting and managing objectives
5.6.5 Identifying and managing risk
5.6.5.1 Planning for risk management
5.6.5.2 Managing risks
5.6.6 Preparing a business case
5.6.6.1 The business case as a sales tool
5.6.6.2 Preparing a business case
5.6.7 The project charter
5.6.8 Go/no go
6 Organizing for service strategy
6.1 Organizational development
Figure 6.1 Organizational value creation cycle
6.1.1 Stages of organizationaldevelopment
Figure 6.2 The centralized-decentralized spectrum
Figure 6.3 Stages of organizational development
6.1.1.1 Stage 1: Network
Figure 6.4 Services through network
6.1.1.2 Stage 2: Directive
Figure 6.5 Services through direction
6.1.1.3 Stage 3: Delegation
Figure 6.6 Services through delegation
6.1.1.4 Stage 4: Coordination
Figure 6.7 Services through coordination
6.1.1.5 Stage 5: Collaboration
Figure 6.8 Services through collaboration
6.1.1.6 Deciding on a structure
6.2 Organizational change
Figure 6.9 Three-step change process
6.3 Organizational departmentalization
6.4 Organizational design
Figure 6.10 Matching strategic forces with organizational development
6.5 Organizational culture
Table 6.1 Basic organizational structures
Figure 6.11 Organizational design steps
Figure 6.12 Strategic components of a logical organization structure for an IT service provider
6.6 Functions
6.7 A logical organization structure for an IT service provider
Figure 6.13 Strategic, tactical and operational components of an IT service provider's logical organizationstructure
Figure 6.14 Linkage between customers and the service provider's logical organization structure
6.8 Roles
6.8.1 Generic service owner role
6.8.2 Generic process owner role
6.8.3 Generic process manager role
6.8.4 Generic process practitioner role
6.8.5 Strategy management for ITservices roles
6.8.5.1 Strategy management for IT services process owner
6.8.5.2 Strategy management for IT services process manager
6.8.6 Other roles involved in the strategy management for IT services process
6.8.6.1 Business strategy manager
6.8.6.2 IT steering group
6.8.6.3 IT director or service managementdirector
6.8.7 Service portfolio management roles
6.8.7.1 Service portfolio management process owner
6.8.7.2 Service portfolio managementprocess manager
6.8.8 Business relationship managementroles
6.8.8.1 Business relationship manager
6.8.8.2 Business relationship managementprocess owner
6.8.8.3 Business relationship managementprocess manager
6.8.8.4 Customers/users
6.8.9 Financial management for ITservices roles
6.8.9.1 Financial management for IT servicesprocess owner
6.8.9.2 Financial management for IT servicesprocess manager
6.8.9.3 Budget holders
6.8.10 Demand management roles
6.8.10.1 Demand management process owner
6.8.10.2 Demand management process manager
Figure 6.15 Chief sourcing officer - an example
6.8.11 Sourcing roles
Table 6.2 Examples of sourcing roles and responsibilities
6.9 Responsibility model - RACI
Table 6.3 An example of a simple RACI matrix
6.10 Competence and training
6.10.1 Competence and skills for service management
6.10.2 Competence and skills framework
6.10.3 Training
7 Technology considerations
Figure 7.1 Services as socio-technical systems with people and processes as pivots
7.1 Service automation
Figure 7.2 Degrading effect of variation in service processes
7.1.1 Preparing for automation
7.1.2 Service analytics and instrumentation
Figure 7.3 The flow from data to wisdom
Table 7.1 Instrumentation techniques
Table 7.2 Event management techniques
7.2 Service interfaces
7.2.1 Characteristics of good service interfaces
Figure 7.4 The critical role of service interfaces
7.2.2 Types of service technology encounters
Figure 7.5 Types of service technology encounters (Froehle and Roth, 2004)
7.2.3 Self-service channels
7.2.4 Technology-mediated service recovery
7.3 Tools for service strategy
7.3.1 Simulation
7.3.2 Analytical models
Figure 7.6 Example of a simple analytical model for the service desk
Figure 7.7 Simple LP model
Figure 7.8 Simple network model
8 Implementing service strategy
8.1 Implementation through the lifecycle
8.1.1 Top down
Figure 8.1 Strategic planning and control process(Simons, 1995)
8.2 Service strategy implementation activities following a lifecycle approach
8.2.1 Setting the implementation strategy
8.2.2 Designing service strategy
8.2.2.1 Special note on implementing serviceportfolio management
8.2.3 Transitioning service strategy
8.2.4 Operating service strategy
8.2.5 Continual improvement of service strategy
8.3 The impact of service strategy on other lifecycle stages
8.3.1 Service strategy and service design
8.3.1.1 Outcomes and constraints
Figure 8.2 Design constraints driven by strategy
8.3.1.2 Service models
8.3.1.3 Patterns of business activity
8.3.1.4 Business impact analysis
8.3.1.5 Business relationship management
8.3.2 Service strategy and service transition
8.3.3 Service strategy and service operation
8.3.4 Service strategy and continual service improvement
9 Challenges, risks and critical success factors
9.1 Challenges
9.1.1 Complexity
9.1.2 Coordination and control
9.1.3 Preserving value
9.1.4 Effective measurement
Table 9.1 Measurement principles
9.2 Risks
9.2 Risks
9.2.1 Definition of risk
9.2.2 Inaccurate information
9.2.3 Risk of taking, or failing to take,opportunities
9.2.4 Design risks
9.2.5 Operational risks
9.2.6 Market risks
9.3 Critical success factors
Afterword
Appendix A: Present value of an annuity
Table A.1 Present value of an annuity
Table A.1 continued
Appendix B: Description of asset types
B.1 Management
B.2 Organization
B.3 Process
B.4 Knowledge
B.5 People
B.6 Information
B.7 Applications
B.8 Infrastructure
B.9 Financial capital
Appendix C: Service strategy and the cloud
C.1 Characteristics of cloud services
C.2 Types of cloud service
C.3 Types of cloud
C.4 Components of a cloud architecture
Appendix D: Related guidance
D.1 ITIL guidance and web services
D.2 Quality management system
D.3 Risk management
D.4 Governance of IT
D.5 COBIT
D.6 IS O/IEC 20000 service management series
D.7 Environmental management and green/sustainable IT
D.8 IS O standards and publications for IT
D.9 ITIL and the OSI framework
D.10 Programme and project management
D.11 Organizational change
D.12 Skills Framework for the Informat ion Age
D.13 Carnegie Mellon: CMMI and ESCM framework
D.14 Balanced scorecard
D.15 Six Sigma
Appendix E: Risk assessment and management
E.1 Definition of risk and risk management
E.2 Management of Risk (M_o_R)
Figure E.1 The M_o_R framework
E.3 ISO 31000
Figure E.2 ISO 31000 risk management process flow
E.4 ISO/IEC 27001
E.5 Risk IT
Figure E.3 ISACA Risk IT process framework
Appendix F: Examples of inputs and outputs across the service lifecycle
References and further reading
Abbreviations
Glossary
Index

Systemvoraussetzungen

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