4 Dimensions of Service Mangement Flashcards
What are the four dimensions
Organizations and People
Information and Technology
Partners and Suppliers
Value Streams and Processes
Recommendations that guide an organization and its people
on how to work flexibly in all circumstances (SVS)
Guiding Principles
The means by which an organization is directed and controlled (SVS)
Governance
an operating model which outlines the key activities
required to respond to demand and facilitate value creation through the creation
and management of products and services
The Service Value Chain
sets of organizational resources designed for performing work or
accomplishing an objective, including process and capabilities
Practices
a recurring organizational activity performed at
all levels to ensure that an organization’s performance continually improves in
meeting stakeholders’ expectations
Continual Improvement
It is important to understand that value is
always ‘co-created’ by the activities enacted
by the _____________ and the ________________
consumer and the provider
SVS - 5x Service value system components
Guiding principles
Governance
Service value chain
Practices
Continuous improvement
A ________ _________ is a series of steps
an organization undertakes to
create and deliver products and
services to service consumers
A ________ ________ is a combination
of the organization’s value chain
activities
Value Steam (part of the four dimensions - values streams and processes)
4 Dimensions can
be affected by external factors, these are grouped
into 6 areas. What are those 6 areas? Also known as PESTLE)
- Political
- Economic
- Social
- Technological
- Legal
- Environmental
What are the 6x elements for a Service value Chain?
- Plan
- Improve
- Engage
- Design and Transition
- Obtain/Build
- Deliver and Support
An SVS model is driven by ______/________ and the outcome is the _________.
opportunity/demand, Value
SVS - What are the 7x guiding principles
- Focus on Value
- Start where you are
- Progress iteratively with feedback
- Collaborate and promote visibility
- Think and work holistically
- Keep it simple and practical
- Optimise and automate
There are 4 key characteristics of value that an
organization must understand: (Guiding principle “Focus on value)
- It is defined by the customer
- It changes over time and circumstance
- There must be an affordable mix of features
- There must be an achievement of objective
This guiding principle encourages the organization
to avoid “re-inventing the wheel” and starting over
without first considering what is already available
(the current state) and can be leveraged
Start where you are
This guiding principle has its roots in an agile
approach to ITSM, it is based on resisting the
temptation to do everything at once and rather
taking the approach to organise work into smaller
manageable sections, the focus on each effort will
be sharper and easier to maintain, improvements
should be implemented as sequential or
simultaneous. The propose of this guiding principle
is to ensure value can be delivered quickly and
when and where it is needed.
A good approach to adopting this guiding principle
is the use of feedback loops, they aid:
* End user and customer perception of the value
created
* The efficiency and effectiveness of the value
chain activities
* The demand for products and services
PROGRESS ITERATIVELY WITH FEEDBACK
This guiding principle is essentially about
breakdown silos within organization and promoting
effective collaboration. This comes from the ethos
that inclusion is generally better than exclusion
and collaboration with cooperation is better than
isolated work. Collaboration should have no limits
to its scope all stakeholders should be encouraged
to engage regularly and effectively.
_______________ and _____________________:
* Shared goals
* Trust
* Improved decision making
* Increased chances of success
* A clear understanding of the way forward
* Alignment will be kept as work progresses
COLLABORATE AND PROMOTE VISIBILITY
This guiding principle in based in the fundamental
understanding that no service, process,
department or supplier stands alone, all services
must be delivered through the capabilities enabled
within the 4 dimensions of service management.
It suggests some simple rules to follow to enable
the principle:
* Ensure value – Every activity should contribute
to the creation of value
* Simplicity is the ultimate sophistication –it may
seem harder to simplify but it is often more
effective
* Do fewer things but do them better – allows
focus on quality
* Respect the time for the people involve
* Avoid bureaucracy
* Easier to understand, more likely to adopt
Keeping it simple and practical is the best route to
achieving quick wins
THINK AND WORK HOLISTICALLY
This guiding principle suggests that an effective
approach to ITSM is to use the minimum number
of steps and avoid over complication
KEEP IT SIMPLE AND PRACTICAL
This guiding principle is key to effectiveness and
efficiency. Automation frees up expensive human
resources and enables them to concentrate
on more human intensive areas and the overall
customer experience
“_______________” - To make something as effective
and useful as it needs to be
“_______________” - Typically refers to the use of
technology to perform a step or series of steps
correctly and consistently with limited or no
human intervention
\
To enable success in adoption of this guiding
principle, organizations should:
* Optimise before automating
* Define relevant metrics intended and actual
results should be evaluated, metrics should be
outcome based and focused on value
* Eliminate anything that is truly wasteful and use
technology to achieve whatever it is capable of
OPTIMISE AND AUTOMATE
ITIL 4 groups practices into 3 areas:
_____________________________ – These have been
adopted and adapted for service management
from general business domains
______________________________– These have
been developed in service management and ITSM
industries
______________________________– These
have been adapted from technology management
domains for service management purposes by
expanding or shifting their focus from technology
solutions to IT services
General Management Practices
Service Management Practices
Technical Management Practices
Below are examples of what type of Management Practices?
Architecture management
* Continual improvement
* Information security management
* Knowledge management
* Measurement and reporting
* Portfolio management
* organizational change management
* Project management
* Relationship management
* Risk management
* Service financial management
* Strategy management
* Supplier management
* Workforce and talent management
General Management practices
Below are examples of what type of Management Practices?
* Availability management
* Business analysis
* Capacity and performance management
* Change enablement
* Incident management
* IT asset management
* Monitoring and event management
* Problem management
* Release management
* Service catalogue management
* Service configuration management
* Service continuity management
* Service design
* Service desk
* Service level management
* Service request management
* Service validation and testing
SERVICE MANAGEMENT PRACTICES
Below are examples of what type of Management Practices?
* Deployment management
* Infrastructure and platform management
* Software development and management
Technical Management Practices
A set of organizational
capabilities for enabling value to customers in the
form of services
Service Management
A means of enabling value co-creation
by facilitating outcomes that customers want to
achieve, without customers having to manage
specific costs and risk
Service
The perceived benefits, usefulness and
importance of something. “Co-created between the service provider and the consumer”
Value
A configuration of an organization’s
resources designed to offer value to a customer
Product
A person or a group of people
that has its own functions with responsibilities,
authorities and relationships to achieve its
objectives
Organization
A person who defines requirements
for services and takes responsibility for outcomes
from service consumption. “Most important” Can also neogotiate
Customer
A person who uses services
User
A person who authorizes the budget
for service consumption
Sponsor
A person with a (vested)
interest in the service provision, this can include
shareholders, executive, customers and users etc
Stakeholder
The tangible or intangible delivery of an
activity
Output
A result for a stakeholder enabled by
one or more activities (outputs)
These terms can cause confusion but a simple
way to look at this is a car manufacturer produces
an output (car) which is use by the stakeholder
to achieve a required outcome (completion of a
journey)
Outcome
The functionality offered by a product
or service to meet a particular need
This is more easily understood as considering “what
the service does”
Utility
The assurance that a product or
service will meet agreed requirements
This is more easily understood as considering “how
the service performs”
Warranty
A formal description of one
or more services, designed to meet the needs of
a target consumer group. A _________ __________ may
include goods, access to resources and service
actions
Service Offering
A cooperation between
a service provider and a service consumer. ____________ _____________ include service provision, service
consumption and service relationship management
Service Relationship”
A role performed by an
organization in a service relationship to consume
services
Service Consumer
A role performed by an
organization in a service relationship to provide
services to consumers
Service Provider
Joint
activities performed by a service provider and a
service consumer to ensure continual value cocreation based on agreed available service offerings
Service Relationship Management
The amount of money spent on a specific
activity or resource
Cost
A possible event that could cause harm or
loss or make it more difficult to achieve objectives.
________ can also be defined as uncertainty of outcome,
and can be used in the context of measuring the
probability of positive outcomes as well as negative
outcomes
Risk
