Business of IT (Extra 7) Flashcards
this step shows the target state for the next step of the journey, should look like, Using the results of the first two steps, a gap analysis can be performed, which evaluates the scope and nature of the distance to be traveled from the starting point to the achievement of the initiative’s vision. It’s important to note that the initial vision of the initiative is aspirational and may never be achieved in full. Improvement—not perfection—is the goal. This step should define one or more prioritized actions along the way to completing the vision for the improvement, according to what is known at the starting point. If this step is skipped, the target state will remain unclear. It will thus be difficult to prepare a satisfactory explanation of what key stakeholders stand to gain from the improvement initiative, which could result in low support or even push-back.
Where do we want to be?
Now that the start and endpoints of the improvement journey have been defined, a specific route can be agreed upon. A plan for addressing the challenges of the initiative can be created by understanding the vision of the improvement and the current and target states, and combining that knowledge with subject matter expertise. Can use iterations of improvement, If this step is skipped, the execution of the improvement is likely to flounder and fail to achieve what is required of it. Failed improvements erode confidence and can make it difficult to obtain support for future improvements.
how do we get there?
If this step is skipped, it becomes difficult to ensure that desired or promised outcomes have been achieved. Likewise, any lessons from this iteration, which would support any necessary course correction, would be lost.
did we get there?
If the improvement has delivered the expected value, the focus of the initiative should shift to marketing these successes and reinforcing any new methods introduced. This is to ensure that any progress made will not be lost and to build support and momentum for future improvements.
how do we keep the momentum going?
Creating a single point of visibility and control to ensure consistency, creating closer, more collaborative relationships with key suppliers to uncover and realize new value and reduce the risk of failure, Maintaining a supplier strategy, policy, and contract management information, Negotiating and agreeing contracts and arrangements.
*** Change control contributes to all service value chain activities
Supplier Management
Target resolution times should be agreed upon, documented, and communicated to ensure that expectations are realistic. Users and service desk and support team can resolve incidents also suppliers and partners, temporary team … supplier can also be service desk, logging and managing all incidents and escalating them.
Incident Management
Maximize value for stakeholders, control costs, manage risks, (3)support decision making about purchases, reuse, retirement, disposal of assets (4) meet regulatory and contractual requirements. IT asset management requires accurate inventory information, which it keeps in an asset register. This information can be gathered in an audit, but it is much better to capture it as part of the processes that change the status of assets.
IT Asset management
Request for a service delivery action, (2) Request for information, (3) Request for provision of a resource or service, (4) Request for access to a resource or service, (5) Feedback, compliments, and complaints. Service requests are a normal part of service delivery and not a failure or degradation of service. Service requests and their fulfillment should be standardized and automated to the greatest extent possible. Policies should be established regarding what service requests are to be fulfilled with limited or even no additional approvals, in order to streamline fulfillment. The expectations of users regarding fulfillment times should be clearly set in accordance with what the organization can realistically deliver. Opportunities for improvement should be identified and implemented to produce faster fulfillment times and take advantage of automation. Policies and workflows should be included for the documenting and redirecting of any requests that are submitted as service requests, but which should actually be managed as incidents or changes.
Service Request Management
Do not require action at the time they’re identified, but analyzing the data gathered from them at a later date may uncover desirable, proactive steps that can be beneficial to the service.
Informational Events
Allow action to be taken before any negative impact is actually experienced by the business, whereas exception events indicate that a breach to an established norm has been identified (for example, to a service level agreement).
Warning Events
