IT Service Management
2011年度教育部-IBM精品课程
同济大学软件学院 严海洲
yanhaizhou@tongji.edu.cn
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
Strategy
ITIL
• Service Management Life Cycle
• Service Strategy Processes
Strategy Generation
IT Financial Management
Service Portfolio Management
Demand Management
• Organizational Development & Design
• Implementing Service Strategy
2.1 Introduction
Service Strategy
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The Service Strategy volume provides
guidance on how to design, develop,
and implement service management
not only as an organizational
capability but also as a strategic
asset.
Goals of Service Stratege
•
•
•
•
•
•
•
•
•
•
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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?
Service Strategy Goals
• To understand what services should be offered to
support the organisation.
• To begin setting policies and objectives for the
provision 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 business
Organizations already practicing ITIL may use this
publication to guide a strategic review of their ITILbased service management capabilities and to
improve the alignment between those capabilities
and their business strategies.
This volume of ITIL encourages readers to stop and
think about why something is to be done before
thinking of how. Answers to the first type of
questions are closer to the customer’s business.
Service Strategy expands the scope of the ITIL
framework beyond the traditional audience of IT
Service Management professionals.
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Outcome
9
Constraint
1
0
Service Value
• 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 other
peers
--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
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Four points of service strategy
•
•
•
•
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Perspective
Position
Plan
Pattern
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”
15
Utility, Warranty, Market Space
• A service is a means of delivering value to customers by
facilitating outcomes customers want to achieve without the
ownership of specific costs and risks.
Utility:
‘What the Customer gets’
+
Warranty:
‘How is it delivered’
Utility is measured on the basis of
the number of key ‘outcomes
Warranty is measured in terms of
the levels of Availability, Capacity,
supported’ and ‘constraints removed’
Continuity and Security
=
Value Creation
The basis of differentiation in the
Market Space
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 by
customers.
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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 Provider
An organization supplying services to one or more
internal 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 enable
them 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 performed
alongside 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 accountable
for each task
– C = Consulted — The people who are consulted and
whose opinions are sought
– I = Informed — The people who are kept up-to-date on
progress
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Example RACI Model
Director
Service Level Problem
Service
Manager
Manager
Management
Activity 1 AR
C
I
Security
Manager
Procurement
Manager
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
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I
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
Strategy Generation Process
• Define the market
– Understand the customer and opportunities, classify
and visualize services –how they create value and in
what context
– Evaluate the services you could potentially offer, and
who 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 be
worthwhile 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 the
organization, treat IT service management as a strategic
asset
– Look for opportunities to exploit your services and
capabilities (to allow more services to more customers)
– Develop Service Management so that it becomes a strategic
asset
• Prepare for execution
– do a strategic assessment to find what core differentiations
already exist
– Take all the necessary steps to ensure that we are ready to
go ahead and it is worthwhile doing so
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ITIL V3 Foundation Course Ver.1.1
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 and
resources
Opportunity:
– Understand business process
– break outcomes into objective, metrics and desired
outcome
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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 of
what 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?
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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 most
distinctive services and
why?
Which are the most
profitable services and
why?
Which of our stakeholders
are the most satisfied and
why?
Which stakeholders are the
most profitable and why?
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2.4 Service economics
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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ITIL V3 Foundation Course Ver.1.1
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 predicts
outcomes 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 ultimately
responsible for decisions
• Many organizations appoint a financial controller to
oversee day-to-day finances
• Accounting department provides governance
framework and support
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Budgeting, Accounting, Charging
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FINANCIAL MANAGEMENT
• Financial Management implementation checklist
• Plan
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• Analyse • Design
• Implement
• Measure
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 Analysis
Define a
framework
Embed and review
Identify the risks
Gain assurances
about
effectiveness
Identify probable
risk owners
Implement
responses
Evaluate the risks
Set acceptable levels of
risk
Define a
framework
Risk management
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Risk analysis
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 future
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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
Service
Strategy
Define
• Inventories
• Business Case
Analyze
• Value proposition
• Prioritization
Approve
• Service Portfolio
• Authorization
Charter
• Communication
• Resource allocation
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ITIL V3 Foundation Course Ver.1.1
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 and
how 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 matches
the customer needs
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Demand Management—
Basic concepts (1 of 3)
• Core Service
– An IT Service that delivers outcomes desired by one or
more 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 core
services 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 new
services
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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 that
make up a service
• Documents workflow and dependencies
• Used to support design, analysis and communication
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Service Model
Service models codify the service strategy for a market space.
They are blueprints for service management processes and
functions to communicate and collaborate on value creation.
Service Models describe how service assets interact with
customer assets and create value for a given portfolio of
contracts
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