01-10. Explain the process model and the characteristics of processes (SS 2.2.2, Fig 2.5)

01-10. Explain the process model and the characteristics of processes (SS 2.2.2,
Fig 2.5)



Key Concepts

• Process Model

Related Concepts


Process Model

Process Control - Guidelines: Goal Definition, oversight, execution/improvement.

Process - Execution and Tuning - Activities, Metrics, Instructions

Process Enablers - Resources + Capabilities = Materials/Knowledge to process inputs

01-9. Define processes and functions (SS 2.2.2, 2.2.3.1)

01-9. Define processes and functions (SS 2.2.2, 2.2.3.1)



Key Concepts

• Process
• Outputs
• Process Control

Related Concepts/Terms

• Activity - A set of actions designed to achieve a particular result. Activities are usually defined as part of processes or plans, and are documented in procedures.

2.2.2 Processes (34)


Process - structured activities to accomplish specific objective. Takes input and turns into target output.  Defines Actions, Dependencies and Sequences to create Output.

• Measureability - Used to gauge the process effectiveness/efficiency. Manager = cost, quality.  Practitioners = duration, productivity.  Used for process improvements, etc.
• Specific Results - Deliver Specific Result, which must be identifiable and countable
• Customers - Internal or External Customers
• Triggering Event - The process must be invoked by an identifiable event/trigger or arrival of input. (server fail, trigger notification process)
• Effective - If output works per Operational Norms linked to Business Objective.
• Efficient - if taken less resources than needed to create output
• Documented - once process is defined, it should be documented, then repeated and managed..

Outputs - Process creates outputs that should meet Objectives and include metrics (process diagnostics, improvement, reports)

Process Control - Oversight/Control elements that ensures process is functioning to reliably create the outputs.. (roles, responsibilities, tools, mgmt controls, docuements, guidelines, instructions, etc)

2.2.3.1 Functions (36)



Function - Team or Group + Tools or Resources to execute process or activities.

01-8. Define and explain the concept of stakeholders in service management (SS 2.1.5)

01-8. Define and explain the concept of stakeholders in service management (SS 2.1.5)



Key Concepts



2.1.5 Stakeholders in Service Management (31)


Stakeholders - interested parties within an organization, project or service that have interest in activities, targets, resources or service management deliverables. 

Internal Stakeholders:

• Organizations - groups, teams and dependent functions
• Service Providers 
• Employees
• Shareholders
• Owners

External Stakeholders:

• Customers - Buy the goods/services.  Defines the SLA (internal/external customer)
• Users - don't use the IT service directly
• Suppliers - equipment vendor

01-7. Define and explain the concept of IT service management (SS 2.1.3)

01-7. Define and explain the concept of IT service management (SS 2.1.3)


Key Concepts





2.1.3 IT Service Management (30)

IT Services Management
Implementation and Management of IT services by IT Service Provider using mix of:

• People
• Process 
• Information Technology

IT Services Provides to Customer Balance:

• Meet Customer Needs
• SLA - agreement on services, SLA and responsibilities of Provider
• Costs

01-6. Define and explain the concept of service management (SS 2.1.2)

01-6. Define and explain the concept of service management (SS 2.1.2)



Key Concepts





2.1.2 - Service Management (28)


Specialized Organization Capabilities - to provide valuable services to Customers
Convert - Turning Capabilities and Resources into services
Consistency - more mature companies able to consistently produce services for customers in timely/cost-effective manner
Adaptable - nimble and adaptable to changes to continue producing competitive services

Challenges:

• Intangible Nature of output
• Demand tightly coupled with Customers' assets (processes, docs, apps)
• High Level of contact with Customer
• Perishable - service output and capacity life is short-lived. Need steady supply of demand from customer.

01-5. Define and explain the concept of internal and external services (SS 3.2.2.3)

01-5. Define and explain the concept of internal and external services (SS 3.2.2.3)


Key Terms/Concepts


Internal Service
External Service
Supporting Service
IT Services
IT Services - > Business Activities -> Desired Outcomes



3.2.2.3 - Internal and External Services - p67

Internal Service - Services that support Internal Business Units

External Service - Services that directly support External Customers

Supporting Service - Services that ensure Service Provider's systems are running and able to continue operations to deliver Internal/External Services. such Services are not directly used by end-customer.

IT Services - Services based on use of Information Technology provided to one or more customers.  IT Services consists of: People, Process and Technology

IT Service Provider Alignment to BU's Business Service/Product that they deliver to External Customers 

• Define desired outcome of the BU Service/Products (selling bug-free products, selling 'solutions')
• Define Business Activities - Identify the Business Activities that need to be done to achieve the desired outcomes (integration testing, functional testing, user traffic loads)
• IT Services Alignment to Business Activities - Align IT Services to the Business Activities that work towards achieving the desired Outcome
• Measuring IT service contributions to those 

IT Services -> Business Activities as Vital Functions -> Desired Outcome of Business

(See Section 4.4 for )

01-4. Define and explain the concept of internal and external customers (SS 3.2.1.2)

01-4. Define and explain the concept of internal and external customers (SS 3.2.1.2)

Key Terms/Concepts

• Internal Customers
• External Customers

3.2.1.2 - Internal and External Customers - p56

Internal Customers

• Same Company - Customer and Service Provider work in same Company
• No Real Money paid - internal accounting/budget transfers, not real revenue
• Check and Balance - Service Provider checks/monitor the Customer request for service if  conflict or service provider bears additional costs.  Ensure for good of company.  Customer may be responsible for funding!

External Customers

• Different Company - Customer + SP are different legal entities
• Real $ or product - Customer purchase from Service Provider for $/product payment
• Ownership - Identify who is real owner of service relationship when internal IT supports other departments with external web-facing external customers.
• Expansion/Revenue  - if Customer demands services that increase SP costs, the SP needs to eval revenue generated by the additional costs - can pass costs back to Cust.
• Legality/Due Diligence - Customer requests may/may not be legal - SP needs to be careful not to be an accessory.

01-3. Define and explain the concept of a service (SS 2.1.1)

01-3. Define and explain the concept of a service (SS 2.1.1)


Key Terms/Concepts

• Outcomes
• Services - Core, Enabling, Enhance
• Customer Satisfaction
• Service Packages 
• Service Level Packages

2.1.1 - Services p27

Outcomes - Business results that customers want, but do not want own the costs and risks associated with achieving the outcome.  Services help create outcomes by enhancing performance of associated tasks, reducing constraints (regulation, lack of funding, capacity or technology limitation) or performing the actual task itself.
Alpha - Build network + reducing Infosec churn = Faster network connectivity to deploy test environment.

Customer Outcomes Focus - focusing on customer outcomes instead of gathering technical requirements.  Part of Business Relationship Management.

Services - Delivering value to customers in the form of 'outcomes' that the customer wants to achieve but w/o the associated risks, ownership and costs of doing the service themselves. Services is the work performed by the service provider to achieve the deliverable outcomes.
Alpha - build and manage the network.  BU - network connectivity for bug testing (outcome)

Customer Satisfaction - understand changing demands, expectations of service outcomes and service levels.  Provider needs to adapt.

Service Classification - Importance in relation to performing the outcome desired by customer.

• Core Service - delivering the outcome valued by customer for which they willing to pay for continued utilization. (ete network connectivity, fast turnup/ changes)
• Enabling Service -  supporting services to make core services happen.  "basic factors'' which enable the customer to receive the 'real core' serivces.  24x7 support, nw monitoring, etc, BU Dashboarding, 
• Enhancing Service - non-essential to core service, added for excitement/wow factor. (dc storage, compute for non-users)

Service Packages - Service bundle containing combination of Core, Enabling, Enhancing Services

Service Level Packages - Differentiated Service Packages to cater to different customers' needs  (ie - small office vs. corporate customer needs).  Such service packages can have different mix of Services (core, enable, enhance) and variations in Utility + Warranty levels.

Resources

http://www.youtube.com/watch?v=UOBV1_3p-5E

01-1. Describe the concept of best practices in the public domain (SS 2.1.7, Fig 2.3)

01-1. Describe the concept of best practices in the public domain (SS 2.1.7, Fig 2.3)

Elements/Functions/KW:

Best Practices, ITSM

Book Category:
Service Strategy


Best Practices in the Public domain - SS, p32
Introduction

• Using Best Practices to close capabilities gap between competitors to better offer services to customers
• ITIL is a Best Practice Model in the ITSM field.
• Companies should build proprietary knowledge on top of the BP frameworks
• Benefit - Collaboration across departments with common framework (practices/models)

Why BP is better than proprietary models - p33

• Hard Replicate - Deep seated and difficult to adopt/replicate when working with other groups
• Specialized - to local contexts and not general enough to adapt/be useful across board
• Cost - Owners of proprietary processes expect $
• Public Frameworks Validated across diverse industries/verticals
• Wide community usage - training, certification access for professionals