Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Service Strategy: ITIL Intermediate > Service Strategy Class Notes > Flashcards

Service Strategy Class Notes Flashcards

1
Q

Strategy Management for IT Services Purpose

A

How a provider will enable an organistion to achieve its business outcomes
estqablish critera and mechanism to deicide which services will be best suited to meet business outcomes and best ways to mangage these services

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

SM 4 IT Svcs Objectives

A

SWOT
constraints
agree the ServProv’s perspective
establish the postion of the ServProv
Produce and maintain strategy planning docs
ensure that strategic plans have been xlated into tactical and operational plans
-Manage changes to the strategies and related documents

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

SM 4 IT Svcs Scope

A

-Responsibility of executives
-enables objectives to be set to align
-specify how the org will meet these objectives
-provides guidance on prioritising investments required to meet them
-not limited to a single doc or dept–have to align tho
-most likely to be several strategies within each org:
-strat mgmt linked together
-strat mgmt for IT services has to ensure that the services and the are manged support the overall strategy of the enterprise
(“IT” needs to have a seat/voice at the top table”)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

The golden thread

A

alignment of all strategies within an objective

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Value to the business

A

Clear goal–know where we are going to go

  • Cost savings => validated business obj’s
  • increased levels of investment for key projects or service improvements
  • shifting investment priorities
  • the Serv Prov will be able to defocus attention from 1 svc and refocus on another ensuring the their efforts and budget are spent on the areas with the highest level of bus. impact.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Policies & Principles

A
  • An org is defined by its execs
  • if the org is an external svc prov with a core business of providing svcs the Service Strategy will be the central component of the org’s strat
  • in Internal Srvc provs the Service Strat will support the overall enterprise strategy and provide a tactical plan for the interal service provider
  • It is therefore vital the the IT strategy be defined in terms of the organiastions overall strategy
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Strategy Mgmt 4 IT Services Process

A
  • Strategic Assessment
  • Strategy Generation
  • Strategy Execution
  • Measurement & Evaluation
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Strategic Assessment

A
  • Analyse internal factors
  • Analyse external factors
  • Define Market spaces
  • Identify strategic industry factors
  • Establish objectives
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Strategy Generation

A
  • Determine perspective
  • Form a position
  • Craft a plan
  • Adopt patterns of action
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

4 p’s of strategy- Positions

A
  • Variety Based Positioning
  • Needs-based Positioning
  • Access-based positioning
  • Demand-based positioning (variety based approach to appeal to a broad range of customers
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

4 p’s of strategy- Perspective

A

What the org is, what it does, who it does it for and how it works

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

4 p’s of strategy - Plan

A
  • How will the strategic objectives be achieved?
  • How much will be invested in order to achieve (how much will it costs?)
  • SHOULD BE compared to actual events over time and adjustments made
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

4 p’s of strategy - Pattern

A

The way in which an org organizes itself to meet its objectives
-can be internal or external
(Could be an operating model)
required to ensure consistency of approach and to enable investment to be accurately predicted.
(Financial pattern key–is it making money for us?)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Strategy Measurement and Evaluation

A

CSI

Expansion & Growth

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Strategy execution

A
  • Other Service Management processes
  • Align Assets with customer outcomes
  • optimise critical success factors
  • prioritise investments
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Strategy Management Process - Triggers

A
  • Annual Planning Cycles
  • New Business Opportunity
  • Changes to internal or external environments
  • Mergers or Acquisitions
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Strategy Mgmt process - Challenges

A

conducted at the wtong level

  • lack of accurate info about extrenal environ
  • lack of support by stakeholders
  • lack of appropriate tools or understanding of how to use the tools
  • lack of appropriate document control mechanisms & procedures
  • operational targets need to be matched to the strategic objectives–dailure to do so will result in operational managers strive to achieve targets that are not in the support of the strategy
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Strategy Mgmt process - Inputs

A
  • Existing plans
  • Research specialised Orgs
  • vendor strategies & product road maps
  • customer interviews & strategic plans to indicate potential future reqs
  • service portfolio to indicate the current and planned future service commitments
  • Service reporting to indicate the effectiveness of the strategy
  • Audit reports that indicate compliance with (or deviation) the org’s strate3gy
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Strategy Mgmt process - Risks

A
  • a flawed governance model
  • short-term priorities override the directives of the strategy
  • making strategic decisions when there is missing info about the internal or external environments or using info that is incorrect or misleading
  • the risk of choosing the wrong strategy
  • Strategies are seen as an exercise that happens once a year and that no bearing on what happens for the rest of the year
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Srvc Portfolio Mgmt - Purpose

A
  • Ensure the Svc Prov has the right mix of services to balance the investment in IT with the ability to meet business outcomes
  • tracks the investment in services throughout their life cycle and works with other serv mgmt processes to ensure that the appropriate returns are being achieved
  • ensures that svcs are clearly defined and linked to the achievement of business outcomes thus ensuring that all design transition and operation activities are aligned to the value of the services
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Srvc Portfolio

A

describes a providers services in terms of business value–it articulates business needs and the providers response to those needs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Srvc Portfolio Mgmt - Objectives

A
  • Provides a process and mechanisms to enable an organisation to investigate and decide on which services to provide
  • maintain the definitive portfolio of services provided
  • provide a mechanism for the org to evaluate how services enables them to achieve their strategy
  • control which services are offered, under what conditions, and at what level of investment
  • track the investment in services throughout their life cycle
  • analyse which services are no longer viable and when they should be retired
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Srvc Portfolio Mgmt - Scope

A
  • All svcs that a Svc Prov plans to deliver those currently delivered and those that have been withdrawn from service.
  • Tracking investments in services and compare them to the desired business outcomes
  • internal service providers will need to work with the business units in the organisation to link each services to the business outcomes before they can compare investment with returns
  • external service providers tend to evaluate more directly as each services needs to be able to generate revenue directly or support revenue generating services
  • it evaluates the value of services throughout their life cycles and must be able to compare what newer services have offered over the retired services they have replaced
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Service Portfolio Management

Policies

A

-SPM ensures that the service provider has an understanding of all services that it provides its investments strategy and objectives of each service
(Should prevent mistakes)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

Service Portfolio Management

Value to the business

A
  • Enables the business to make sound decisions about investments
  • customers are able to understand exactly what the service provider will deliver to them and how enabling them to make decisions about whether the service is a good or bad investment
  • The service provider is viewed as a steward of service assets that are key to the customers success and provided the service provider delivers what they promised, the service provider can equip their customers to build their strategies
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Service Portfolio Management -

Define

A

Strategy

  • Request from Business
  • Service Improvement opportunities
  • Service Suggestion
  • Existing services
  • Service, Customer & business outcomes
  • Impact on service portfolio (existing)
  • Impact on service model (existing services)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Service Portfolio Management -

Service Economics

A

Balance Between:

- The cost of providing services
- The value of the outcomes achieved
- The returns that the services enable             the service provider to achieve
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Service Portfolio Management -

Service Economics - Business Case

A

A means to identify business imperatives that depend on svc mgmt
-pre-programme ROI
Techniques for quantively analysing an investment in service mgmt
-post programme ROI
Techniques for retroactively analysing an investment in service mgmt

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Service Economics - Business Case

Format

A
  • introduction
  • methods and assumptions
  • Business Impacts
  • Risks and contingencies
  • Recommendations
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Service Portfolio Management -

Service Economics - Business Case

A

A means to identify business imperatives that depend on svc mgmt
-pre-programme ROI
Techniques for quantively analysing an investment in service mgmt
-post programme ROI
Techniques for retroactively analysing an investment in service mgmt

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Service Economics - Business Case

Format

A
  • introduction
  • methods and assumptions
  • Business Impacts
  • Risks and contingencies
  • Recommendations
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

Service Economics

Pre-Programme ROI

A

Capital budgeting decisions fall into 2 broad categories
(screening & preference decisions)
-Screening Decisions are usually made using a discounted cash flow method of net present value (npv)
-Preference decisions are usaully made using a discounted cash flow method of internal rate of return (IRR)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

Service Economics

Business Impact Analysis

A
  • Resources from the business and IT will work together
  • identify all of the major services for designation as critical, secondary and tertiary
  • identify the core analysis points for use in assessing risk and impact
  • score the services against the weighted elements of risk and impact and total their individual risk scores
  • generate a list of services in order of risk profile
  • decide on a time period with which to standardise the translation of services outage to cost
  • generate a list of services in order of impact
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

Service Portfolio Management

Approve

The 7 Rs of portfolio mgmt

A

is the service or change feasible?

New service or
Retain
Replace
Reationalise
refactor
renew
retire
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

Service Portfolio Management

Approve

(Change)

A

Change Proposal
Change mgmt authorization
Change proposal authorised?

(needs to be a strong link between Svc Portfo;io and CHM)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

Service Portfolio Management

Approve

(Change)

A

Change Proposal
Change mgmt authorization
Change proposal authorised?

(needs to be a strong link between Svc Portfolio and CHM)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

Service Portfolio Management

Inputs

A

Strategy Plans
CSI
Financial reports
Requests suggestions or complaints from the business
Project updates for services in the charter stage of the process

38
Q

Service Portfolio Management

Outputs

A
  • An up to date portfolio
  • Service charters that authorise the work for designing and building new services and changes to existing services
  • Reports on the status of new or changed services
  • Reports on the investment made in s ervices in the service portgolio and the returns on that investment
  • Change proposals that are used to allow change mgmt to assess and schedule the work and resources required to charter services
  • Identified strategic risks
39
Q

Service Portfolio Management

Triggers

A
  • a new strategy has been devised or an existing strategy is being changed
  • BRM receives a request for a new services or a change to an existing service
  • Service Improvement opportunities from CSI
  • Feedback from design build and transition teams to indicate the status during the charter stage of the process
  • Service Level Management review that identify a service is not delivering as expected
  • Fin Mgmt for IT Services indicates that a service costs significantly more or less than anticipated
40
Q

Service Portfolio Management

Inputs

A
  • Strategy Plans
  • CSI
  • Financial reports
  • Requests suggestions or complaints from the business
  • Project updates for services in the charter stage of the process
41
Q

Financial Mgmt for IT Services

A

involved in the org’s fin mgmt process. Apply the Org’s fin mgmt procedures and practices to ensure that they are aligned with the org’s objectives and financial policies

42
Q

Financial Mgmt for IT Services

Purpose

A

Secure the level of funding to design develop and deliver services that meet the strategy of the org.

43
Q

Financial Mgmt for IT Services

Objectives

A

Defining and maintaining a framework to identify, manage and communicate the cost of providing services

  • evaluating the financial impact of new or change strategies on the service provider
  • securing funding to manage the provision of services
  • facilitating good stewardship of service and customer assets to ensure the organisation meets its objectives
    • this should be done together with service asset and configuration management and knowledge management
  • Understanding the relationship between expenses and income and ensuring that the two are balanced according to the organisations Fin- policies
44
Q

Financial Mgmt for IT Services

Scope

A

Budgeting-the process of opredicting and conrolling te icnome and expenditure of money within the org
Accounting-this is the process that enable the IT org to account fully for the way its money is spent
Charging–this is the process required to bill customers for the services supplied to them (optional)

45
Q

Financial Mgmt for IT Services

Scope

A

Budgeting-the process of opredicting and conrolling te icnome and expenditure of money within the org
Accounting-this is the process that enable the IT org to account fully for the way its money is spent
Charging–this is the process required to bill customers for the services supplied to them (optional)

46
Q

Financial Mgmt for IT Services

Value to the business

A 
Enhanced decision making
Speed of change
Service Portfolio mgmt
Financial compliance and control
operating control
value capture and creation
47
Q

Financial Mgmt for IT Services

Enterprise Policy

A

Policies that impact an IT service provider might include:

  • level of financial expenditure needs to be tracked
  • how fixed assets are depreciated
  • how costs are reported
  • how revenue is accounted for and taxes managed
  • requirements to comply with legislative or other regulatory requirements
48
Q

Financial Mgmt for IT Services

Policy Decisions

A

Cost Centre
-2 definitions for the term cost centre are commonly used in business–although they appear close in meaning they are different.

In this context the term is used to indicate a business unit to which costs are assigned but which does not charge for services.

Profit centre–

  • A business unit that charges for providing services
  • a profit centre can be created with the objectives of making a profit recovering costs or running at a loss
49
Q

Financial Mgmt for IT Services

Funding

A

Funding comes from 2 sources, external and internal

External: comes from revenue that is received from selling services to external customers

Internal: comes from other business units inside the same org

50
Q

Financial Mgmt for IT Services

Funding Models

A 
Rolling plan
- as one cycle ends another starts
Zero based
Actual Costs
Trigger based
- After identified critical triggers
51
Q

Financial Mgmt for IT Services

Charging

A
  • Charging policies
  • Cost recovery or break eve
  • Recovery with an additional margin
  • Cross subsidisation
  • Notional Charging
  • Decide on chargeable items
  • Pricing
  • Billing
52
Q

Financial Mgmt for IT Services

Funding Models

A 
Rolling plan
- as one cycle ends another starts
Zero based
Actual Costs
Trigger based
- After identified critical triggers
53
Q

Financial Mgmt for IT Services

Triggers

A
  • Monthly, quarterly and annual financial reporting cycles are mandated and form part of the standard financial management policies and standards of any organisation
  • audits will indicate actions that need to be taken to adjust some aspect of the accounting budgeting or charging system
  • requests for financial information from other service mgmt
  • investigation into a new service opportunity
  • the introduction of charging for IT Services
  • a request for change
54
Q

Financial Mgmt for IT Services

Inputs

A
  • Policies, standards and practices defined by legislation, regulators, and enterprise financial managers
  • Generally accepted accounting practices (GAAP) and local variations
  • All data sources where financial info is stored
  • The service portfolio provides the structure of services that will be provided, which in turn will be the basis for the accounting system
55
Q

Financial Mgmt for IT Services

Outputs

A 
Service Valuation
Service Investment analysis
Compliance
Cost optimisation
Business Impact Analysis
Planning Confidence
56
Q

Financial Mgmt for IT Services

Challenges

A

Financial reporting and cost models that are focused on the cost of components rather than the cost of the services

  • if the org focuses on cost saving rather than cost optimisation it will find itself having to identify cost cutting measures rather than demonstrating return on investment
  • When its first introduced or formalised it may be difficult to find where financial data is located and how it is controlled
57
Q

Financial Mgmt for IT Services

Risks

A

There is a risk that a lack of dedicated fin- management for IT services will result in poor decisions about the type

58
Q

Demand Management

A

Process that seeks to understand, anticipate and influence customer demand for services and the provision of capacity to meet these demands

59
Q

Demand Management

Purpose

A

TO understand anticipate and infliuence customer demand for services and to work with capactiy management to ensure the services provider has capacity to meet this demand

,…

60
Q

Demand Management

Objectives

A
  • Identify and analyse patterns of business activity
  • Define and analyse user profiles
  • Ensure that services are designed to meet the patterns of business activity and
61
Q

Financial Mgmt for IT Services

Accounting

A
  • Cost Model
  • Cost Centres and cost units
  • Cost types and cost elements
  • Cost classification
  • Chart of accounts
  • Analysis and reporting
  • Action Plans
62
Q

Financial Mgmt for IT Services

Budgeting

A
  • Analysis of previous budget
  • assessment of plans
  • specification of changes to funding and spending
  • cost and income estimation
  • Budgets
63
Q

Demand Mgmt

Through the lifecycle

A

SS-identify services and Outcomes and patterns
SD confim customer reqs re: avail and perf and validate service assets are designed to meet those reqs
ST: involved in testing and validating services for forecast utilisation and patterns of business activity
SO: Technical, application and operations mgmt functions will monitor service assets and service utilisation levels to ensure that all is within normal
CSI: DM will work to identify trends in patterns of bus. activity & to initiate changes to capability of the sp

64
Q

Demand Mgmt

Process

A
  • identify source of demand forecasting
  • patterns of business activity
  • user profiles
  • activity based demand mgmt
  • develop differentiated offerings
  • mgmt of ops demand
65
Q

Demand Mgmt

Objectives

A

Identify & analyse patterns of bus. activity
Define and analyse user profiles
Ensure services are designed to meet the patterns of business activity and the ability to meet business outcomes
Work with cap. mgmt to ensure that adequate resources are available
-Anticipate and prevent or manage situations where demand for a service exceeds capactiy to deliver it
manage the utilisation of resources that deliver services to meet the fluctuating levles of demand for those services

66
Q

Demand Mgmt

Identify source of demand forecasting

A 
Potential sources of info that can assist DM to forecast demand include:
Bus. Plans
Marketing Plans & forecasts
Production Plans (in manufacturing)
Sales Forecasts
New Product launch plan
67
Q

Patterns of business activity

A

Classification
Attributes
Requirements
Service asset requirements

68
Q

Demand Mgmt

User Profiles

A

UP’s are based on roles and responsibilities within orgs. Processes and applications can have UPs. Each can be associated with 1 or more PBAs.
Pattern matching using pBA and UPs ensure systematic understanding and managing demand from customers.
Require customers to better understand their own bus. activities & view them as consumers of service and producers of demand.

69
Q

Demand Mgmt

Inputs

A

Initiative to create a new service or to change an existing service

70
Q

Demand Mgmt

Challenges

A
  • Availability of info about the business
  • Difficulty in breaking down individual activities that make sense to the SP
  • Lack of formal Service Portfolio Mgmt process or service portfolio
71
Q

Demand Mgmt

Risks

A

-Lack of inaccurate, configuration mgmt info
-Service level mgmt is not able to obtain commitments to minimum or maximum utilisation levels and it is therefore difficult to commit to levels of services
(risk of not having a CMDB)

72
Q

Demand Mgmt

Develop Differentiated offerings

A
  • Different levels of performance are required at different times
  • Work with Portfolio Mgmt to define service packages that meet the variations
73
Q

Demand Mgmt

Mgmt of Operational Demand

A
  • During service operation manage or influence the demand where services or resources are being over utilised
  • The patterns of business activity were inaccurate resulting in over or under utilisation of the service
  • The business environment changed, resulting in a change to the pattern of business activity
  • The SP’s forecast for resources was inaccurate and there is insufficient budget to increase capacity
74
Q

Demand Mgmt

Activity Based Demand Mgmt **

A

Benefits of understanding PBAs

  • service design can optimise designs to suit demand patterns
  • service catalogue can map demand patterns to services
  • Service Portfolio Mgmt can approve investments for additional capactiy, new services and changes to services
  • SO can adjust allocation of resources and consolidate demand
  • Fin Mgmt can approve suitable incentives to influence control
75
Q

Business Relationship Mgmt

Purpose

A
  • to establish & maintain a business between the SP and the customer based on understanding the customer and its business needs
  • ensure that the SP is able to meet these needs as business needs change over time
  • assist the business in articulating the value of a service
76
Q

Business Relationship Mgmt

Purpose

A

-to establish & maintain a business between the SP and the customer based on understanding the customer and its business needs
-ensure that the SP is able to meet these needs as business needs change over time
-assist the business in articulating the value of a service
(realistically not that far up the chain)
Type III same as account mgr

77
Q

Business Relationship Mgmt

Objectives

A
  • ensure that the provider understands the customers perspective of service
  • ensure high levels of customer satisfaction
  • establish and maintain a constructive relationship between the SP and the customer
  • Identify changes to the customer environment that could impact the services provided
  • identify technology trends that could impact the services provided
  • Establish and articulate bus. reqs for new services and changes to existing services
  • establish complaints and escalation process
78
Q

Business Relationship Mgmt

Scope

A

-focus on understanding how services meet customer reqs.

focus on understanding and comm

79
Q

BRM vs SLM

A

Purpose
Focus
Primary measure

1st port of call should be with SLM (SLAs)

Work together 2 roles along with Service Owner

80
Q

Business Relationship Mgmt

BRM and business relationship manager

A

(can be confused with the BRM role)
BRM often represents other process when undertaking business relationship
….

81
Q

Business Relationship Mgmt

Roles

A 
BR Manager
BRM process owner (accountable)
BRM process manager (responsible)Day-day
May be same person
maybe split out to senior exec as owner => promote the process
82
Q

Business Relationship Mgmt

BRM and other proceses

A

Examples

83
Q

Business Relationship Mgmt

Principles and concepts 1

A

Customer Portfolio
-DB or doc to record all customers of the IT SP
Customer Agreement Portfolio
-Customer agreement portfolio is a DB or doc used to manage service contracts or agreements between an IT SP and its customers.

84
Q

Business Relationship Mgmt

Principles and concepts 2

A

Customer Satisfaction

  • undertake customer satisfaction surveys and compare SP perf with customer satisfaction
  • investigates any significant variations in satisfaction levels so that the resources are understood
  • Records trends in customer satisfaction metrics
  • Works throughout the service lifecycle to understand customer reqs. and expectations and ensure that they are being met or exceeded
85
Q

Business Relationship Mgmt

Principles and concepts 3

A
  • Service Requirements
  • Common categories that are gathered & presented incorrectly by customers
  • Solutions
  • Specs
  • Needs
  • Benefits
86
Q

Business Relationship Mgmt

Process 1

A
  • consists of activies in every stage of the life cycle
  • rarely executed as a single end to end process

….

87
Q

Business Relationship Mgmt

Triggers

A
  • new strategic initative
  • new service or a change to an existing service has been initated
  • new opportunity has been identified
  • service has been chartered by service Portfolio Mgmt
  • Customer Requests or suggestions
  • customer complaints
  • customer meeting has been scheduled
  • customer satisfaction survey has been scheduled
88
Q

Business Relationship Mgmt

Inputs

A

-Customer requirements
-Customer requests, complaints
-escalations or compliments
-The Service Strategy
-Where poss, the customers strategy
-The service portfolio
-the project portfolio
-SLAs
-Requests for change
-Patterns of business activity & user profiles
(sources of information for the BRM)

89
Q

Business Relationship Mgmt

Outputs

A
  • Stakeholder definitions
  • Defined business outcomes
  • Agreement to fund(internal) or pay for (external services)
  • Customer portfolio
  • Service reqs for strategy, desing and transition
  • Customer satisfactoin surveys and the published resustls of these
  • ….
90
Q

Business Relationship Mgmt

Challenges

A
  • if BRM is attempted as a means of working on levels on customer satisfactoin it will prob fail
  • hist. of poor service
  • …

(culture of org =>bus. and IT

91
Q

Business Relationship Mgmt

Risks

A

Because BRM is closely related to a number of other processes, confusion about the boundaries will mean that there is potential for duplication of activity
-if there is a disconnect between the customer-facing processes and those focusing more on it is likely that the service provider will become ineffectual

Service Strategy: ITIL Intermediate (10 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions