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Chapter 2 Service Strategy
Tivoli Software
服务战略• 服务战略面向 CIO• 服务战略作为框架的核心，它告诉我们在思考如何做之前，先想想为什么要做。它为其它模块指明了方向，从而使服务生命周期的所有阶段都强调业务的重要性。• 《服务战略》介绍了如下的主题和流程：
• Service Management Life Cycle• Service Strategy Processes
Strategy GenerationIT Financial ManagementService Portfolio ManagementDemand Management
• Organizational Development & Design• Implementing Service Strategy
ServiceStrategy
ITIL
2.1 Introduction
Service Strategy
The Service Strategy volume providesguidance on how to design, develop,and implement service managementnot only as an organizationalcapability but also as a strategicasset.
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Goals of Service Stratege• What services should we offer and to whom?• How do we differentiate ourselves from competing alternatives?• How do we truly create value for our customers?• How do we capture value for our stakeholders?• How can we make a case for strategic investments?• How can Financial Management provide visibility and control over value
creation?• How should we define service quality?• How do we choose between different paths for improving service quality?• How do we efficiently allocate resources across a portfolio of services?• How do we resolve conflicting demands for shared resources?
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Service Strategy Goals
• To understand what services should be offered tosupport the organisation.
• To begin setting policies and objectives for theprovision of services in support of the business areas.
• To understand how to create value for an organisation.• To offer advice on strategic investments, and• To understand how to define service quality.
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Value to businessOrganizations already practicing ITIL may use this
publication to guide a strategic review of their ITIL-based service management capabilities and toimprove the alignment between those capabilitiesand their business strategies.
This volume of ITIL encourages readers to stop andthink about why something is to be done beforethinking of how. Answers to the first type ofquestions are closer to the customer’s business.
Service Strategy expands the scope of the ITILframework beyond the traditional audience of ITService Management professionals.
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Outcome
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Constraint
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• Service value:
--Defined by customer’s business outcomes
--Dependent on customer’s perceptions
• Customer perceptions are influenced by:--Attributes of a service that are indications of value
--Present or prior experiences with similar attributes
--Relative endowment of competitors and otherpeers
--Customer’s self-image or actual market position(e.g. being an innovator, market leader, and risk-taker)
Definition and differentiation of service value
is in the customer’s mind
Service Value
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Four points of service strategy
• Perspective• Position• Plan• Pattern
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Logic of value creation through services
• Utility• Warranty• Utility is what the customer gets, and warranty is how it is delivered.• Customers cannot benefit from something that is fit for purpose but not fit
for use, and vice versa. It is useful to separate the logic of utility from the logic of warranty for the purpose of design, development and improvement.
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2.2 Service strategy principles
Utility and Warranty• Utility and Warranty define services and work together
to create value for the customer
• Utility= 功用– What does the service do?
– Functional requirements
– Features, inputs, outputs…
– “fit for purpose”
• Warranty= 功效– How well does the service do it?
– Non-functional requirements
– Capacity, performance, availability…
– “fit for use”
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Utility, Warranty, Market Space• A service is a means of delivering value to customers by
facilitating outcomes customers want to achieve without theownership of specific costs and risks.
Market Space– A market space is defined by a set of business outcomes,
which can be facilitated by a service.
– Market spaces defined in terms of outcomes desired bycustomers.
Utility:‘What the Customer gets’
Utility is measured on the basis ofthe number of key ‘outcomes
supported’ and ‘constraints removed’
Warranty:‘How is it delivered’
Warranty is measured in terms ofthe levels of Availability, Capacity,
Continuity and Security
Value Creation
The basis of differentiation in theMarket Space
+ =
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Combined effect of utility and warranty
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Service Owner
• The Service Owner is responsible to the Customer for a particular service
– Initiation and transition
– Ongoing maintenance and support
– Monitoring and reporting
– Identifying improvement opportunities
– Prime customer contact
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Service ProviderAn organization supplying services to one or moreinternal customers or external customers
• Type 1– Internal
– Embedded in the business unit it serves
• Type 2– Shared
– Provide services to multiple business units
• Type 3– External
– Provide services to many customers
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Suppliers and Contracts
• Supplier– A third party responsible for supplying goods or services
– These are required by the service provider to
enablethem to deliver services
• Contract– A legally binding agreement between two or more parties to supply goods or services
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RACI Model• A RACI model can be used to help define roles and
responsibilities
• It identifies the activities that must be performedalongside the various individuals and roles involved
• RACI is an acronym for the four main roles of:– R = Responsible — The person or people responsible for
getting the job done
– A = Accountable — Only one person can be accountablefor each task
– C = Consulted — The people who are consulted andwhose opinions are sought
– I = Informed — The people who are kept up-to-date onprogress
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DirectorServiceManagement
Service LevelManager
ProblemManager
SecurityManager
ProcurementManager
Activity 1 AR C I I C
Activity 2 A R C C C
Activity 3 I A R I C
Activity 4 I A R I
Activity 5 I I A C I
Example RACI Model
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Expansion of RACI Model
• A RACI model can be expand to RASCI model:
S = Supportive – The people who can
support for a task.
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2.3 Service strategy
ITIL V3 Foundation Course Ver.1.1
Strategy Generation Process• Define the market
– Understand the customer and opportunities, classifyand visualize services –how they create value and inwhat context
– Evaluate the services you could potentially offer, andwho you may be able to offer them to!
• Develop the offerings– define the market space and define the services based
on what is valuable to the customer
– Continue to formulate the services you think it will beworthwhile pursuing
– Utility and Warranty are considered at this stage
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ITIL V3 Foundation Course Ver.1.1
Strategy Generation Process (Cont.)• Develop strategic assets
– increase the service and performance potential of theorganization, treat IT service management as a strategicasset
– Look for opportunities to exploit your services andcapabilities (to allow more services to more customers)
– Develop Service Management so that it becomes a strategicasset
• Prepare for execution
– do a strategic assessment to find what core differentiationsalready exist
– Take all the necessary steps to ensure that we are ready togo ahead and it is worthwhile doing so
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Define the market
Services and Strategy
The Customer
The Opportunities
Classification and Visualisation
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Service and strategy
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Customer and Opportunity
Customer: Understand customer’s capability andresources
Opportunity:– Understand business process
– break outcomes into objective, metrics and desiredoutcome
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Classification and visualization
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Classification and visualization
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Develop the offerings
Market Space– a set of business outcomes that customers desire, and
which can be facilitated by a service
Outcome-based Definition of Services– involves managers planning and executing all aspects of
Service Management entirely from the perspective ofwhat is of ‘value’ to the customer.
– Utility and warranty
Service Portfolio– Why should a customer buy these services?
– Why should they buy these services from us?
– What are the pricing or chargeback models?
– What are our strengths and weaknesses, priorities and risk?
– How should our resources and capabilities be allocated?32
Develop strategic assets
Closed loop control system
Service potential and performance potential
Demand management
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Closed loop control system
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Prepare for Execution
What are our mostdistinctive services andwhy?
Which are the mostprofitable services andwhy?
Which of our stakeholdersare the most satisfied andwhy?
Which stakeholders are themost profitable and why?
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2.4 Service economics
ITIL V3 Foundation Course Ver.1.1
Financial Management
• Objectives
• Basic concepts
• Roles
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ITIL V3 Foundation Course Ver.1.1
Financial Management —Objectives and business value
• Financial visibility and accountability
• Financial compliance and control
• Enhanced decision making
• Operational control
• Value capture and creation
• Understand the value of IT Services
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Financial Management —Basic concepts (1 of 2)
• Service valuation
– Cost of providing the service
– Value to the customers receiving the service
• Service investment analysis– Understand the total lifecycle value and costs of proposed
new services or projects
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Financial Management —Basic concepts (2 of 2)
• Business Case
– A decision support and planning tool that predictsoutcomes of a proposed action
– Used to justify investments
• Business Impact Analysis– Understanding the financial cost of service outages
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Cost Model Example
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Financial Management — Roles
• All managers have some financial responsibility
• Senior IT Management own budgets and are ultimatelyresponsible for decisions
• Many organizations appoint a financial controller tooversee day-to-day finances
• Accounting department provides governanceframework and support
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Budgeting, Accounting, Charging
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FINANCIAL MANAGEMENT
• Financial Management implementation checklist• Plan • Analyse • Design • Implement • Measure
Budgeting
is the process of predicting and controlling the spending of money within the enterprise and consists of a periodic negotiation cycle (usually annual) to set limits on budgets and the day-to-day monitoring of the current budgets.
Accounting
is the set of processes that enable the IT organization to fully account for the way its money is spent (particularly the ability to identify costs by customer, by service, by activity). It usually involves ledgers and should be overseen by someone trained in Accountancy.
Charging
is the set of processes required to bill a customer for the services supplied to them. To achieve this requires sound Accounting, to a level of detail determined by the requirements of the analysis, billing and reporting processes.
CREDIT CARD
1234 5678 90121234 5678 9012VALID FROM GOOD THRU
XX/XX/XX XX/XX/XX
PAUL FISCHER
XX/XX/XX XX/XX/XX
PAUL FISCHER
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RETURN ON INVESTMENT
• ROI• Return on Investment is a concept for quantifying the value of an
investment. • In service management, ROI is used as a measure of the ability to use
assets to generate additional value. In the simplest sense, it is the net profit of an investment divided by the net worth of the assets invested.
• Business case – a means to identify business imperatives that depend on service management
• Pre-Programme ROI – techniques for quantitatively analysing an investment in service management
• Post-Programme ROI – techniques for retroactively analysing an investment in service management
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Risk Management and AnalysisDefine a
framework
Embed and review
Gain assurancesabout
effectiveness
Implementresponses
Risk management
Identify the risks
Identify probablerisk owners
Evaluate the risks
Set acceptable levels ofrisk
Define aframework
Risk analysis46
Service Portfolio Management
• Objectives
• Basic Concepts
• Activities
• Roles
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SERVICE PORTFOLIO MANAGEMENT
• Service Portfolio Management• Service Portfolio Management is a dynamic method for governing
investments in service management across the enterprise and managing them for value.
• By acting as the basis of a decision framework, a Service Portfolio either clarifies or helps to clarify the following strategic questions:
• Why should a customer buy these services?• Why should they buy these services from us?• What are the pricing or chargeback models?• What are our strengths and weaknesses, priorities and risk?• How should our resources and capabilities be allocated?
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Service Portfolio Management —
Objectives
• Decide what services to offer
• Understand– Why should a customer buy these
services?
– Why should they buy these services
from us?
• Provide direction to Service Design– So they can manage and fully exploit
the services
into the future49
Service Portfolio
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Service Portfolio Management — Basic concepts
• Business Service
– A service that directly supports a business process
• IT Service– A service that the business does not think of in business
context or semantics
• Business Service Management– Considering service management in terms of business
processes and business value
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Service Portfolio Management — Activities
ServiceStrategy
Define
Analyze
Approve
Charter
• Inventories• Business Case
• Value proposition• Prioritization
• Service Portfolio• Authorization
• Communication• Resource allocation
ITIL V3 Foundation Course Ver.1.1
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Service Portfolio Management — Roles
• Product Manager
– Own and manage a set of related services
– Evaluate market opportunities and customer needs
– Create business cases
– Plan new service development programs
• Business Relationship Manager– Identify and document customer needs
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SERVICE PORTFOLIO MANAGEMENT METHODS
• Define: inventory services, ensure business cases and validate portfolio data
• Analyse: maximize portfolio value, align and prioritize and balance supply and demand
• Approve: finalize proposed portfolio, authorize services and resources
• Charter: communicate decisions, allocate resources and charter services
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Demand Management
• Objectives
• Basic concepts
• Roles
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Demand Management—Objectives and business value
• Understand customer requirements for services andhow these vary over the business cycle
• Ensure the provision of appropriate levels of service– By varying provision or influencing customer demand
• Ensure that the Warranty and Utility we offer matchesthe customer needs
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Demand Management—Basic concepts (1 of 3)
• Core Service
– An IT Service that delivers outcomes desired by one ormore customers
• Supporting Service– A service that enables or enhances a core service. For
example• A directory service or a backup service
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Demand Management—Basic concepts (2 of 3)
• Pattern of Business Activity (PBA)
– Workload profile of one or more business activities
– Varies over time
– Represents changing business demands
• User Profile– Pattern of user demand for IT Services
– Each user profile includes one or more PBAs
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Demand Management—Basic concepts (3 of 3)
• Service Package
– Detailed description of a service
– Includes a service level package and one or more coreservices and supporting services.
• Service Level Package– Defined level of utility and warranty for a particular
service package
– Designed to meet the needs of a PBA. For example• Gold, Silver or Bronze service
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Demand Management — Roles
• Business Relationship Manager
– Document PBAs and user profiles
– Identify correct service level packages for their customers
– Identify unmet customer need
– Negotiate with Product Managers for creation of newservices
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DEMAND MANAGEMENT
• Challenges in managing demand for services
• Activity-based Demand Management
• Service packages
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2.5 Strategy and organization
Service Model
• Graphical representation of the components
thatmake up a service
• Documents workflow and dependencies
• Used to support design, analysis and
communication
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Service ModelService models codify the service strategy for a market space.
They are blueprints for service management processes andfunctions to communicate and collaborate on value creation.
Service Models describe how service assets interact withcustomer assets and create value for a given portfolio ofcontracts
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