Syllabus Definition Flashcards
what is a service ? (Chapter 1)
What is a product ?
A means of enabling value co-creation* by facilitating outcomes* that customers* want to achieve, without the customer* having to manage specific costs* and risks*.
The services an organization provides are based on one or more of their products
A product is a configuration of resources, created by the organization that will be potentially valuable to their customers
what is utility ?
Utility is the functionality offered by a product or service to meet a particular need. Utility perhaps answers ‘what the service does’ or whether a service is ‘fit for purpose’. To have utility, a service must either support the performance of the consumer and/or remove constraints from the consumer
Warranty
Warranty answers ‘how the service performs’ or whether a service is ‘fit for use’. Warranty often relates to service levels aligned with the needs of service consumers, such as availability, capacity, security, and continuity
Customer
3 main consumer roles
A person who defines the requirements for a service and takes responsibility for the outcomes of service consumption.
User
A person who uses services; e.g. the company employees.
Service management
Service Management is a set of speclialized organizational capabilities for enabling value* to customers in the form of services*.
IT service management (ITSM) is the application of service management to IT
Sponsor
A person who authorizes budget for service consumption; e.g., the Finance Manager.
Define Cost
https://www.bmc.com/blogs/itil-key-concepts-service-management/
The amount of money spent on a specific activity or resource.
2 types of cost
Costs removed from the consumer by the service (a part of the value proposition
Costs imposed on the consumer by the service (the costs of service consumption).
Value
The perceived*** benefits, usefulness, and importance of something (more than just services)
Organization
A person or a group of people that has its own functions with responsibilities,
authorities, and relationships to achieve its objectives.
Outcome
A result for a stakeholder enabled by one or more outputs.
Output
Output A tangible or intangible deliverable of an activity.
Risk
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.
Two types of risk are concerning to service consumers:
Risks removed from a consumer by the service (part of the value proposition). For example, for an online streaming service, the failure of equipment involved in delivering the service. Risks imposed on a consumer by the service (risks of service consumption). For an online streaming service, the threat of lawsuit for copyright infringement.
Actively participating in defining the service requirements and clarifying its required outcomes, often on an ongoing basis.
Clearly communicating the critical success factors (CSFs) and constraints that apply to the service.
Ensuring the provider has access to the necessary consumer resources throughout the service relationship
Utility
The functionality offered by a product or service to meet a particular need. Utility can be summarized as ‘what the service does’ and can be used
to determine whether a service is ‘fit for purpose’. To have utility, a service must either support the performance of the consumer or remove
constraints from the consumer. Many services do both.
Describe key concept of Service offering
A formal description of one or more services, designed to address the needs of a target consumer group. A service offering may include goods, access to resources, and service actions.
Goods
Ownership is transferred to consumer
Consumer takes responsibility for future use
Access to resources
Ownership is not transferred to the consumer
Access id granted/licensed under agreed terms or conditions
Service Actions
Performed by the provider to address a consumer need
Performed according to agreement with the consumer
Service relationship management
A cooperation between a service provider* and service
consumer*. Service relationships include service provision, service consumption, and service relationship management.
To ensure continual value co-creation based on agreed and available service offerings
Service provision
Activities performed by an organization to provide
services. Service provision includes:
1) management of the provider’s resources, configured to deliver the service
2)ensuring access to these resources for users
3)fulfilment of the agreed service actions
4) service level management and continual
improvement
Service provision may also include the supplying of goods.
Service consumption
Activities performed by an organization to consume
services. Service consumption includes:
1) management of the consumer’s resources needed to use the service
2) service actions performed by users, including utilizing the provider’s
resources, and requesting service actions to be fulfilled.
Service consumption may also include the receiving (acquiring) of goods.
Describe the nature, use and interaction of the guiding principles (Chapter 2)
A guiding principle is a recommendation that guides an organization in all circumstances, regardless of changes in its goals strategies type of work or management structure. A guiding principle is universal and enduring
Explain Focus on value
Everything that the organization does needs to map directly or indirectly to the value for the stakeholders
Apply principle
Know how service consumers use each service.
Encourage a focus on value among all staff.
Focus on value during normal operational activity as well as during improvement initiatives.
Include a focus on value in every step of any improvement initiative.
Start where you are
To apply this principle successfully, consider this advice:
Look at what exists as objectively as possible, using the customer or the desired outcome as the starting point. When examples of successful practices or services are found in the current state, determine if and how these can be replicated or expanded upon to achieve the desired state. Apply your risk management skills. Recognize that sometimes nothing from the current state can be re-used.
Progress iteratively with feedback
To apply this principle successfully, consider this advice:
Comprehend the whole, but do something. The ecosystem is constantly changing, so feedback is essential. Fast does not mean incomplete.
Collaborate and promote visibility
Developers working with other internal teams
Suppliers collaborating with the organization
Relationship managers collaborating with service consumers
Customers collaborating with each other
Internal and external suppliers collaborating with each other
Think and work holistically
Recognize the complexity of the systems
Collaboration is key to thinking and working holistically
Where possible, look for patterns in the needs of and interactions between system elements
Automation can facilitate working holistically
Keep it simple and practical
To apply this principle successfully, consider this advice:
Ensure value Simplicity is the ultimate sophistication Do fewer things, but do them better Respect the time of the people involved Easier to understand, more likely to adopt Simplicity is the best route to achieving quick wins
Optimize and automate
Understand and agree the context in which the proposed optimization exists
Assess the current state of the proposed optimization
Agree what the future state and priorities of the organization should be, focusing on simplification and value
Ensure the optimization has the appropriate level of stakeholder engagement and commitment
Execute the improvements in an iterative way
Continually monitor the impact of optimization
Describe four dimensions of Organizations and people (chapter3)
roles and responsibilities
leaders championing and advocating the values
communication and collaboration
shared values and attitudes
trust and transparency
right level of capacity and competency in the workforce
It is the way each organization carries out their work
Every person in the organization should have a clear understanding of their contribution towards creating value for organization, its customers, and other stakeholders. Promoting a focus on value creation is an effective methoid of breaking down organization silos
Information and technology
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Partners and suppliers
7 factors that may influence n organization strategy when using suppliers : Strategic focus corporate culture resource scarcity cost concerns subject matter expertise external constraints demand pattern
Value streams and processes
Value streams and processes define the activities, workflows, controls and procedures needed to achieve agreed objectives.
Definition: Value stream
STEP1 -> STEP 2-> STEP 3 (Product and Services)
A series of steps an organization undertakes to create and deliver products and services to consumers.
Definition: Process
INPUT -> ACTIVITIES –> OUTPUT
A set of interrelated or interacting activities that transform inputs into outputs. A process takes one or more defined inputs and turns them into defined outputs. Processes define the sequence of actions and their dependencies.
