ITIL Practical Guide - Service Strategy
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To view this complimentary webcast in full, visit: http://forms.axiossystems.com/LP=263 Viewing the ITIL framework from a business perspective, this video shows how you can integrate IT with the business and align strategies throughout the lifecycle of a service.
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ITIL Practical Guide - Service Strategy
- 9. UTILITY WARRANTY T/F T/F T/F Fit for purpose? Fit for use? OR AND Performance supported? Constraints removed? Available enough? Capacity enough? Continuous enough? Secure enough? T: True F: False Value-created AND Value Creation © Crown Copyright 2007. Reproduced with permission from OGC
- 12. Forming Strategy Needs fig 4-19!!!!
- 19. Service Knowledge Management System Service Portfolio © Crown Copyright 2007. Reproduced with permission from OGC Service Portfolio Service Lifecycle Service Status: Requirements Defined Analysed Approved Chartered Designed Developed Built Test Released Operational Retired Service Pipeline Service Catalogue Retired Services Customer/support team viewable section of the Service Portfolio (the Service Catalogue, with selected fields viewable) Services under development, build or test Services no longer live
Hinweis der Redaktion
- The Service Portfolio acts as “the spine” of the service lifecycle. It is the single integrated source of information on the status of each service together with other service details and the interfaces and dependencies between services. The information within the Service Portfolio is used by the activities within each stage of the service lifecycle. SERVICE STRATEGY – Looks at the Capabilities and Constraints This slide demonstrates the SPINE of all this is the SERVICE PORTFOLIO
- Paras 1.3, 3.1/SS Perception/Preference/Attributes (p.31) – draw triangle/discuss?
- Blocks – fig 3.24, para 3.5.1 p53+ Market space – p.70/71 Draw simplified diagram 3.23?
- Some of the key concepts in Service Strategy are about value creation. Maybe use an example of buying a new car to explain U+ W? If you buy a new car what are the Utility and Warranty questions you need to ask/answer?
- Talk through the logic of value creation through utility and warranty.
- 4.1 – define market 4.2 – develop offerings 4.3 – develop strategic assets 4.4 - execution
- 4.3 Virtuous cycle – see fig 4.14; 4.15 4.3.1 4.3.2.1/2
- See next slide for 4 Ps
- SS/3.5.2 Plans Action to move from one point to another. “ Intended strategy” Long-term Well-defined outcomes Patterns “ the way we do things here..” Patterns of action reinforced by success Identify opportunities Types of Pattern How to Boundary Priority Timing Perspective Governing set of beliefs/values/sense of purpose Not easily changed Do not underestimate Basis for Plans/Positions/Patterns Positions Distinctiveness in the mind of the customer Differentiated value-proposition Variety-based Needs-based Access-based
- Capabilities like management, organisation, people, and knowledge are used to transform resources into valuable services. Capabilities represent an organisation’s ability to coordinate, control, and deploy resources to produce value experience-driven, knowledge-intensive, information-based embedded within an organisation’s people, systems, processes, and technologies. SS/3.2.1; 3.2.2; 11.1 People are common to both Assets - create value as goods/services Resources Financial capital/Infrastructure/Applications/Information People Capabilities Management/Organisation/Processes/Knowledge Units Business Units Bundle of assets to create value as goods/services Service Unit Bundle of service assets that create value as services
- Para 5.5.4/p.133/SS Service packages allow development of differentiated offerings. Based on CSP/SLP combination. Draw diagram 5.27/p.134/SS Core services represent the value that the customer wants and for which they are willing to pay. Deliver basic outcomes desired by customers Enabling services are basic factors that qualify the provider for an opportunity to serve and enhancing services are excitement factors for differentiation.
- P 41/SS para 3.3 – explain differences between the 3 types.
- SS/3.3; 3.3.4 – transaction costs; aggregate/disaggregate “being there…” = incumbency. Not all foreign students will know that word. Probably a few native speakers as well init?! What are the pros/cons on incumbency? Discussion?
- SS/3.4 Much of the value of service management is intangible and complex. It includes knowledge and benefits such as technical expertise, strategic information, process knowledge and collaborative design. Often the value lies in how these intangibles are combined, packaged, and exchanged. Linear models have shown themselves to be inadequate for describing and understanding the complexities of value for service management, often treating information as a supporting element rather than as a source of value. Information is used to monitor and control rather than to create new value. Value network A value network is a web of relationships that generates tangible and intangible value through complex dynamic exchanges through two or more organizations. Systems – 3.4.2 Services operate with efficiency of self-contained enterprise.
- A critical document Provides the linkage between services Repository for up to date service information Uses status to track progression of services through their lifecycle from Requirement through to Retirement. It is registered in the Service Knowledge Management System
- Intentionally blank page to be completed by Training Provider with additional information if desired
- p.97/SS book “ do more, cost less” = increasing demand/greater operational visibility and control Applies to all SP types.
- p.98-109 SS book. Paras 5.1.2-5.1.3 inc. Planning Confidence – 5.1.2.5 Investment Analysis – 5.1.2.6 Methods/models – 5.1.3
- NB - Applies to SS/SD and CSI SS – 5.2 CSI – 4.4