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Service Strategy Processes
- Service Portfolio Management
- Service Portfolio
- Set of services managed by a service provider
- Represents commitments & investments across all customers
- Includes present contractual commitments, new development,
ongoing service plans & 3rd party services
- Comprised of:
- Service Pipeline - services under consideration / development, not yet available
- Service Catalog - services currently live or available, visible to customers
- Retired Services - services that have been phased out
- Service Pipeline - services under consideration / development, not yet available
- Set of services managed by a service provider
- Purpose:
- ensures the right mix of services to meet business
outcomes to balance investment
- ensure clear definition of services
- tracks investment in services
- ensure services are linked to business outcomes
- ensures the right mix of services to meet business
outcomes to balance investment
- Objectives:
- enable decisions on which service to provide
- maintain a definitive portfolio of services
- assist in evaluating how services help achieve strategy
- track investment in services throughout their lifecycle
- analyze services for viability and retirement
- enable decisions on which service to provide
- SPM's primary concern is the ability to
generate value from the services
- SPM compares tracked investments to
desired business outcomes
- Service Portfolio
- Financial Management
- quantified IT's values, contributions & enabled business opportunities
- responsible for managing IT Service Provider's budgeting, accounting & charging requirements
- Purpose:
- Ensure adequate funding to build, deliver & operate a service
- Ensure no commitments to unsustainable services
- Identify the right balance between cost & quality
- Maintain balance between supply and demand
- Ensure adequate funding to build, deliver & operate a service
- Objectives:
- define and maintain a framework to manage service provision costs
- evaluate financial impact of strategic decisions
- establish framework to recover service provision costs from customer
- ensure expenses and income are balanced
- budgeting the financial requirements to meet service committments
- accounting for expenses on creation, delivery and support of services
- define and maintain a framework to manage service provision costs
- Scope:
- bridge between corporate financial system & service management
- budgeting – predicting & controlling income and expenditure
- accounting – account/track expenditure against budget
- charging – billing customers for services
- bridge between corporate financial system & service management
- quantified IT's values, contributions & enabled business opportunities
- Business Relationship Management
- Enables link building between the service provider and customers on a tactical & strategic level
- Links assures that the customer's business requirements are understood and achievable
- primary measure & concern: level of customer satisfaction
- Purpose:
- Establish & maintain a business relationship with the customer
- Identify customer needs and ensure that they can be met
- Assist business in understanding and articulating the value of a service
- Establish & maintain a business relationship with the customer
- Objectives:
- Understand the customer's perspective of service to prioritize services appropriately
- Ensure high levels of customer satisfaction
- Establish a constructive relationship with the customer
- Identify changes to the customer's environment
- Articulate business requirements for new or existing services
- Ensure that the customer's business needs are being met
- Establish formal complaints and escalation processes for the customer
- Mediate in cases of conflicting requirements for services
- Understand the customer's perspective of service to prioritize services appropriately
- Scope:
- BRM focuses on understanding how
services meet customer requirements
from a strategic & tactical level
- Internal service providers focus on aligning
business objectives with service activities
- External service providers focus on maximising
contract value through customer value
- BRM focuses on understanding how
services meet customer requirements
from a strategic & tactical level
- Enables link building between the service provider and customers on a tactical & strategic level
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