Service - from itSMF Dictionary

SERVICE DESIGN PROCESS

  Indriani Noor Hapsari Source:

  ITIL Service Design

Service - from itSMF Dictionary

  An integrated composite that consists of a number of

• components, (such as management processes, hardware, software, facilities and people,) that provides a capability _{- itSMF Dictionary of Service Management} to satisfy a stated management need or objective.

Service - from IBM’s SSME

  A service is a provider/client interaction that creates and

• captures value. Services transform/protect or promise to
• transform/protect a state of the target of the service. The client may not have the skill, time, desire, or authority to perform self-service, do it themselves. Services often create mutual interdependencies.

  Service – from ITIL V3

• A service is a means of delivering to

  value

  customers by facilitating customers

  outcomes

  want to achieve the ownership of specific

  without costs and risk.

  Value = Utility + Warranty Value = Utility + Warranty

Application Centric Finance

  Distribution _{Manufacturing} ^{Supply Narrow Consumers Limited Business Processes} _{Overlapped resources Overlapped providers} ^{Business scope Integration Architecture} Business functionality is _{duplicated in each} ^{EAI ‘leverage’ application silos with the drawback of data and function redundancy. bound to EAI vendor Redundancy}

  Application ^Application Services – IT as a Service

Business Service A Business Service A

  IT Service X

  IT Service X

  IT Service Y

  IT Service Y

  IT Assets & Resources

  Business Process 1 Business Process 2

  Business Process 3

IT Assets & Resources

  _{Business scope} Service Centric _{Multiple Business Processes Multiple Service Consumers} Finance _{Service Supply} Service _{Service Architecture Shared Manufacturing Service Distribution} Service _{Services Multiple Service Providers} Multiple Discrete Resources _{Service virtualizes how that capability is as Services, organized into a Service as a set of capabilities that are offered SOA structures the business and its systems together in shared business activities. providers and consumers to participate resources are provided, enabling multiple} performed, and where and by whom the

  Before SOA – After SOA

  Becoming Service Oriented

  All businesses are inherently service oriented. Employees

• offer services by performing certain tasks.

  Machines manufacture goods.

• Software applications store and offer information.
• The organization as a whole provides certain services to its
• customers and partners.

  When IT recognizes this pattern and adopts service as the

• foundation of everything a company does, it becomes service oriented. SOA, then, encourages a business to be process oriented
• and IT to be service oriented.

Service Design Process

  Adopted from ITIL v3’s Service Lifecycle Service _Design Service

• Service Strategy
• Service Design
• Service Transition
• Service Operation
• Service Continue Improvement

  ITIL ^{Service Strategies Service} _Operation ^{Service Design Continual Service Improvement} Service _Transition ^{Complimentary Guidance}

^Qu

^{ic k W in s}

  Go ve rna nc e M eth od _s

  C ^{a se S tu d ie s} de ^{d Pr od uc ts}

  Qu alif ^S tu _{d y} A id _s Goal of Service Strategy

  To establish the overall strategy for both IT Services and

• IT Service Management

  The aim being to develop IT Service Management, as strategic

• asset

  To define the market for new services, design and

• catalogue the services themselves, and understand how these services will create value for customers

  

Strategic Management of IT Strategy

Strategic Service Assessment

• Process Objective: To assess the present situation of the service
• provider within its current market spaces. This includes an assessment of current service offerings, customer needs and competing offers from other service providers.
• Service Strategy Definition

  Process Objective: To define the overall goals the service provider

• should pursue in its development, and to identify what services will be offered to what customers or customer segments, based on the results of the Strategic Service Assessment.
>

Process Objective: To define and plan strategic initiatives, and

  Service Strategy Execution

Strategic Assessment

  

Which of our services or service varieties are the

• most distinctive?

  Which of our services or service varieties are the

• most profitable? Which of our customers and stakeholders are the
• most satisfied? Which customers, channels or purchase
>occasions are the most profitable? Which of our activities in our value chain or value

  Developing Strategic Capabilities

• To operate and grow successfully in the long term, service providers must have the ability to think and act in a strategic manner
• Guidance:
• What services should we offer and to whom?

• How do we differentiate ourselves from competing alternatives?

• How do we truly create value for customers?
• How do we make a case for strategic investment?
• How do we define service quality?
• How do we efficiently allocate resources across a portfolio of services?
• How do we resolve conflicting demand for shared resources?

The 3 Type of Service Providers

• Type 1 providers
• Are typically embedded within a business unit and there may be several service providers in an organisation
• Type 2 providers
• Provide shared services to several business units
• Type 3 providers
• Provide services to external customers

  It is a strategic decision to determine the basic service provider type for an organization

Type 1 Providers

  Service can be highly customised and resources are

• dedicated to provide relatively high service levels Their growth is limited by the growth of the business unit
• (BU) they belong to
• Each BU may have its own Type 1 Provider The success of Type 1 Provider is not measured in terms
• of revenues or profits as they tend to operate on a cost- recovery basis with internal funding _{Business unit 1 Business unit 2 Service Service}

  Provider Provider Type 2 Providers (Shared Services)

Functions such as finance, IT, are not always at

• the core of an organisation’s competitive advantage
• consolidated into an autonomous special unit called a

  The service of such shared functions can therefore be

  shared services unit (SSU) They can leverage opportunities across the enterprise

• and spread their cost and risks across a wider base _{Business unit 1 Business unit 2}

  Service Provider Type 3 Providers (External SP)

  Certain business strategies are not adequately served by

• internal service providers (Type 1 or Type 2), and customers may pursue sourcing strategies requiring service from external providers
_{Business unit 1 Business unit 2} Business unit 3

  

External

External

  

Service

_{Business unit 2} Service _{Business unit 1}

Providers

Providers

  Organisation 1 Organisation 2

  Management Organization Process Knowledge Financial Capital Infrastructure Applications Information People Capabilities Resources A9 A8 A7 A6 A1 A2 A3 A4 A5 People

  Service Assets (Resources & Capabilities)

• Service Assets are used by organizations to create value in the form of goods and services

  Main Activities

  responsible for managing the Service Portfolio The Business Case The Service Portfolio outlines the strategic

  Service Portfolio Management

• A Service Portfolio describes provider’s services in terms of business value
• Includes the complete set of services managed by a Service Provider
• These portfolios are used to articulates business needs and the provider’s response to those needs
• Service Portfolio Management is the process
• information for all services and will include the

  high level business case for the services and for

  the Service Strategy as a whole A Business case is decision support and
• planning tool that projects the likely

  consequences of a business action The business case for each Service would be contained within the

• Service portfolio Is a justification for a significant item of expenditure (incl.
• information about cost, benefits, options, issues, risks, and
The Business Case Structure

  A. Introduction Present the business objectives addressed by the service management initiative

B. Methods and Assumptions

  Defines the boundaries of the business case, such as time period, whose costs and whose benefits C. Business Impacts

  The financial and non-financial business case results

  D. Risk and Contingencies The probability that alternative results will emerge

  E. Recommendations

  Task - Continue the Exploration

  Lakukan analisis untuk menetapkan strategi layanan dengan tahapan berikut Define the market

• Definisikan pasar
• Develop Offerings
• Definisikan layanan yang ditawarkan untuk memenuhi tujuan bisnis
• Develop Strategic Asset
• Definisikan aset yang perlu dipersiapkan untuk menjalankan
• layanan