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The outcomes that customers want to achieve are the reason why they
purchase or use a service. Typically this will be expressed as a specific business
objective (e.g. to enable customers of a bank to perform all transactions and
account management activities online or to deliver state services to citizens in a
cost-effective manner). The value of the service to the customer is directly
dependent on how well a service facilitates these outcomes. Although the
enterprise retains responsibility for managing the overall costs of the business,
they often wish to devolve responsibility for owning and managing defined
aspects to an internal or external entity that has acknowledged expertise in the
area. This is a generic concept that applies to the purchase of any service.
Consider financial planning. As a customer, we recognize that we don’t have the
expertise, or the time, or the inclination to handle all the day-to-day decisionmaking
and management of individual investments that are required. Therefore,
we engage the services of a professional manager to provide us a service. As
long as their performance delivers a value (increasing wealth) at a price that we
believe is reasonable, we are happy to let them invest in all the necessary
systems and processes that are needed for the wealth creation activities. In the
past, service providers often focused on the technical (supply side) view
of what constituted a service, rather than on the consumption side. Hence
it was not unusual for the service provider and the consumer to have different
definitions and perceptions of what services were provided, or for the provider to
know all about the cost of individual components, but not the total cost of a
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service that the consumer understood.
The Activity - the condition in which things are happening or being done.
The Function – an activity that is natural to or the purpose of a person or thing.;
work or operate in a proper or particular way.
The Process – A process is a series of actions which are carried out in order to
achieve a particular result.
The Role - a particular position and function in it
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Gartner, officially known as Gartner, Inc. is a global research and advisory firm
providing insights, advice, and tools for leaders in IT, Finance, HR, Customer
Service and Support, Legal and Compliance, Marketing, Sales, and Supply
Chain functions across the world.[3]
They are a member of the S&P 500.[4]
Its
headquarters are in Stamford, Connecticut, United States. The firm changed its
name from Gartner Group, Inc to Gartner in 2000.[5] (Wikipedia)
Gartner's IT Infrastructure and Operations (I&O) Maturity Model helps
organisations evaluate their maturity with respect to people, process,
technology and business management, and establish a road map for increasing
levels of maturity to service alignment and partnering with the business.
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Gartner defined six overall levels of I&O maturity, with the following objectives
for each level:
Level 0, Survival — Little to no focus on IT infrastructure and operations.
Level 1, Awareness — Realization that infrastructure and operations are critical
to the business; beginning to take actions (in people/organization, process and
technologies) to gain operational control and visibility.
Level 2, Committed — Moving to a managed environment, for example, for
day-to-day IT support processes and improved success in project management
to become more customer-centric and increase customer satisfaction.
Level 3, Proactive — Gaining efficiencies and service quality through
standardization, policy development, governance structures and implementation
of proactive, cross-departmental processes, such as change and release
management.
Level 4, Service-Aligned — Managing IT like a business; customer-focused;
proven, competitive and trusted IT service provider.
Level 5, Business Partnership — Trusted partner to the business for
increasing the value and competitiveness of business processes, as well as the
business as a whole.
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Another important aspect of an IT maturity model is the need for a rapid ROI.
Because of the rate of technology change, the change in business requirements
and operational processes, and the need for new skills and collaboration
methods, IT projects that require many years of implementation and expect a
long-term ROI inevitably fail, as tools change or goals shift. An IT maturity model
must provide for smaller steps, implementable in no more than two or three
years, that generate measurable, rapid ROI.
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A service model may include:
• process maps;
• workflow diagrams;
• queuing models;
• activity patterns.
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Whether services are being provided by an internal unit of the organisation or
contracted to an external agency, all services should be driven solely by
business needs and judged by the value that they provide to the organisation.
Decision-making therefore rests with the business. Within this context, services
must also reflect the defined strategies and policies of the service provider
organisation, which is particularly significant for external providers.
This Figure illustrates how the service lifecycle is initiated from a change in
requirements at the business level. These new or changed requirements are
identified and agreed at the service strategy stage and documented. Each of
these ‘packages’ will have an associated defined set of business outcomes.
The package is passed to the service design stage where a service solution is
produced, defining everything necessary to take this service through the
remaining stages of the lifecycle. Solutions may be developed internally or
consist of bought-in components that are integrated internally.
The design definition is passed to the service transition stage, where the service
is built, evaluated, tested, validated and transitioned into the live environment,
where it enters the live service operation stage. The transition phase is also
responsible for supporting the service in its early life and the phasing out of any
services that are no longer required. Service operation focuses on providing
effective and efficient operational services to deliver the required business
outcomes and value to the customer. This is where any value is actually
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delivered and measured.
Continual service improvement identifies opportunities for improvement (which
may arise anywhere within any of the lifecycle stages) based on measurement
and reporting of the efficiency, effectiveness, cost-effectiveness and compliance
of the services themselves, the technology that is in use and the service
management processes used to manage these components. Although the
measurements are taken during the operational phase, improvements may be
identified for any phase of the lifecycle.
THE DEMING CYCLE
The objective is continual service improvement. This relates to the services
provided by the organization and also to the processes used to deliver those
services. The Deming Cycle may be used to improve, for example, an online
ordering service or the service level management process within an organization.
KEY ACTIVITIES
The integration of the Plan–Do–Check–Act cycle with the seven-step
improvement process identifies the activities of each stage as follows:
Plan1. Identify the strategy for improvement.2. Define what you will measure.
Do3. Gather the data.4. Process the data.
Check5. Analyse the information and data.6. Present and use the information.
Act7. Implement improvement.
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A. The ability to provide data and information that is both timely and accurate is
a critical criterion. Critical particularly for IPC (incident, Problem, Change),
Release and Configuration Management. (Highlighting) CMDB (Configuration
Management Database) – many IT Processes and functions rely on CMDB
data.
B. CMDB accuracy – data quality and completeness!
C. Notice – completeness includes the ability to continuously add new
capabilities and improved functionality.
D. Can be described as applying an ITSM service model to use cases beyond
IT to include Business Services in “horizontal” perspective (i.e. HR, Facilities,
Field Services etc.). Such and expanded perspective greatly assists in
enabling all the benefits provided by automation and end-to-end integration
as applied to Business Services and associated processes.
E. ….
F. The percentage of scheduled operational time that the service in question is
operational.
G. When operations of the service become unavailable it becomes critically
important to restore availability as rapidly as possible. The time from when
Operational Availability is lost go the time it is restored is known as Time to
Recover (or Recovery Speed).
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H. Visualization often presents itself as graphically oriented displays and
dashboards. It enables not just effective reporting but also improved insights
that help organizations identify and address problems or potential problems
sooner. Performance Analytics include KPIs (Key Performance Indicators)
and metrics visualization that are related to any service management process
and derived from Service Level Agreements (SLAs).
I. Usability – in relation to SW tools of Service Management
J. Productivity or the efficiency of any effort is a critical success factor for all
operations.
K. NO two customers are the same. Extensibility represents the ability for a
system capability to be customized or localized for the particular and unique
requirements of each customer’s environment. Discovery functionality plays a
key role within any ITSM solution.
L. The term compliance describes the ability to act according to an order, set of
rules or request. Compliance assurance is a very costly effort when done
reactively and out-of-compliance penalties can have dramatically negative
financial legal impact.
M. Automation in this context is that the ITSM solution mimizes the amount of
manual (human) interaction or control and instead works based on its own
processes and functionality – e.g. cognitive solution etc. Automation of
technical, administrative and management processes from service request to
configuration changes to any repetitive task is cornerstone of any viable
ITSM service solution. There is also a strong connection between Automation
of processes and the assumed, integrated quality of the database or CMDB.
Automation is also important for the overall cost-effectiveness of any operatio
from a cost of the workforce perspective. Most if not all of the key ITSM
attributes described above are generally enhanced through use of Automated
systems.
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• Gartner recongises other “types” of IT Governance too : IT demand
governance (ITDG—what IT should work on) is the process by which
organizations ensure the effective evaluation, selection, prioritization, and
funding of competing IT investments; oversee their implementation; and
extract (measurable) business benefits. ITDG is a business investment
decision-making and oversight process, and it is a business management
responsibility. IT supply-side governance (ITSG—how IT should do what it
does) is concerned with ensuring that the IT organization operates in an
effective, efficient and compliant fashion, and it is primarily a CIO
responsibility.
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one of the IT Governance goals is to align with the business objectives defined
by the Enterprise Governance. These high-level organizational goals and
objectives are used as
input to derive goals, objectives and performance metrics needed to manage IT
effectively. At the same time, the auditing processes are put in place in order to
measure and analyze the performance of the organization. Conceptually, the
process can be seen as an “IT results chain”. Recursively, ITSM, its people,
processes and technologies manage and control the IT services and the IT
infrastructure according to the objective received from the governance. Another
IT results chain is design to link ITSM with the service and infrastructure.
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The proprietary knowledge of enterprises and individuals is usually customized
for the local context and specific business needs of an organization. It may only
be available to a wider market under commercial terms and may be poorly
documented and hard to extract. If embedded within individuals it may not be
documented at all.
Enterprises deploying solutions based on good and best practice should, in
theory, have an optimal and unique solution. Their solution may include ideas
that are gradually adopted by other enterprises and, having been widely
accepted, eventually become recognized inputs to good and best practice.
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According to the survey, there is a noticeable difference in the number of
business drivers each type of organization can satisfy. Restated from Figure 22
in the Forbes Insights survey, here are the most important business drivers
listed for less advanced ITSM organizations (by percentage reported for each
business driver) versus the percentages that more advanced ITSM
organizations reported.
The most interesting thing is that there are only two business drivers (cost
reduction and minimizing risk) that less advanced ITSM organizations reported
more often than more advanced ITSM organizations. Conversely, the other
seven business drivers were reported more often for more advanced ITSM
organizations versus less advanced ITSM organizations. And two of the
business drivers were reported at a significantly higher rate for more advanced
organizations (i.e., increasing operational efficiency at a 52% difference and
increasing employee productivity at a 16% difference).
The lesson we can draw here is that less advanced ITSM organizations are
mostly concerned with the starter business drivers of ITSM (employee
productivity, cost reduction, minimizing risk, moving to a digital enterprise, etc.)
and in fewer business drivers overall. More advanced organizations are also
concerned with these items, but in much higher numbers. In short, the longer an
organization runs an ITSM environment and the more centered ITSM
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implementation is around the entire enterprise and its competitive strategy, the
more business drivers it can satisfy within that environment.
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There’s a similar difference when you look at the ITSM benefits incurred
between less advanced and more advanced ITSM organizations. Restated from
Figure 24 of the Forbes Insight survey, here are the top ITSM benefits
experienced for less advanced ITSM organizations versus more advanced
organizations.
Here the differences are more stark. In four out of six benefit categories, more
advanced ITSM organizations are experiencing benefits at a greater level than
less advanced ITSM organizations. And most of the differences are in double
digits.
The finding here is clear. More advanced ITSM companies experience more
benefits than less advanced organizations.
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The term ‘best practice’ generally refers to the ‘best possible way of doing
something’. As a concept, it was first raised as long ago as 1919, but it was
popularised in the 1980s through Tom Peters’ books on business
management.The idea behind best practice is that one creates a specification
for what is accepted by a wide community as being the best approach for any
given situation. Then, one can compare actual job performance against these
best practices and determine whether the job performance was lacking in quality
somehow. Alternatively, the specification for best practices may need updating to
include lessons learned from the job performance being graded.Enterprises
should not be trying to ‘implement’ any specific best practice, but adapting and
adopting it to suit their specific requirements. In doing this, they may also draw
upon other sources of good practice, such as public standards and frameworks,
or the proprietary knowledge of individuals and other enterprises.
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