Introduction to Service Strategy
- Purpose and objectives of service strategy
- Scope of service strategy and value to business
Service strategy and the overall ITIL lifecycle
- Strategy concepts and practices
- The context of service strategy in relation to design, transition, operation and continual process improvement
- Exploring strategic perspectives, plans and positions
Service Strategy Principles
Deciding on service strategy
- Defining services
- Basic approach to deciding a strategy
Utilising the four Ps of service strategy
Strategy and opposing dynamics
- Leveraging the combined use of utility and warranty
- Defining and creating value
- Assets: customer, service and strategic
- Choosing service providers
Meeting business outcomes
- Outperforming competitors
- Service economics and sourcing strategies
- Strategy inputs and outputs within the service lifecycle
Service Strategy Processes
Creating effective service strategies
- Integrating the five service strategy processes
- Creating value for the business
- Strategy execution
Strategy and financial management for IT services
- Purpose and objectives
- Describing the process activities
Service portfolio management
- Identifying process activities, methods and techniques
- Applying value to business
- Strategies for demand management
- Profiling, segmentation and service packaging strategies
- Demand and customer outcomes
Business relationship management
- Distinguishing triggers, inputs, outputs and interferences
- Critical success factors and key performance indicators
- Challenges and risks
Analysing IT Governance
What is IT governance?
- How strategy relates to governance
- Setting strategy
- Leveraging governance frameworks and bodies to set strategy
- Evaluate, direct, monitor
- Producing a governance framework
- Distinguishing governance bodies
Organising for service strategy
- Identifying organisational development
- Applying organisational departmentalisation
- Deciding organisational design
Technology and service strategy
- Automating service
- Analysing and producing service interfaces
Implementing Service Strategy
- Developing implementation strategies that follow a lifecycle approach
- Implementation through the lifecycle
- Following a lifecycle approach
Critical Success Factors and Risks
- Providing insight and guidance for strategic challenges, risks and critical success factors
- Determining the viability of strategic positions and plans
- Challenges, benefits and risks
- Types of risks and high-level approaches for mitigating risk
Continual Service Improvement (CSI) uses a metrics-driven approach to identifying opportunities for improvement and to measure the impact of improvement efforts. Although CSI is a phase of the lifecycle and is documented in a separate ITIL publication, CSI can be effective only if it is integrated throughout the lifecycle, creating a culture of continual improvement. CSI should ensure that all participants in service delivery understand that identifying opportunities for improvement is their responsibility.
An important task for CSI is to identify which metrics out of the thousands that are created daily should be monitored. This is done by identifying, for each service or process, what the critical success factors (CSFs) are. CSFs must be present if a process or service is to succeed. It is recommended that each process or service have identified no more than three to five CSFs (one or two in the early life of a service or process).
To determine whether CSFs are present, it is necessary to identify key performance indicators (KPIs) that represent the degree to which the CSF is present. Again, it is recommended that each CSF be measured by no more than three to five KPIs (one or two in the early life of a service or process). It’s important to keep in mind that, although most KPIs are quantitative, qualitative KPIs, such as customer satisfaction, need to be considered as well.
CSI is based on the Plan-Do-Check-Act approach developed by W. Edwards Deming. This is implemented in the CSI approach, as follows:
- What is the vision? What is our long-term objective?
- Where are we now? What are the current values of our KPIs?
- Where do we want to be? What are the desired KPI values?
- How do we get there? What’s the plan?
- Did we get there? Do the KPI values after implementation of the plan meet our objectives?
- How do we keep up the momentum? Let’s go back to the beginning.
CSI uses a 7-step process to guide how data is collected and used:
- Define the objectives.
- Determine what to measure.
- Collect the data.
- Process the data.
- Analyze the data.
- Present and use the information.
- Implement improvement.
If CSI is performing its role properly, there will be improvement suggestions arising from all parts of service delivery. The organization is unlikely to have enough resources to implement all of the suggestions, so it is necessary to capture the improvement opportunities, understand their impact, scope, and resource requirements, and prioritize their implementation. CSI uses the CSI register as a tool to document, analyze, and plan for improvements.
As businesses depend more on IT services, it is vital that IT organizations continually evaluate and improve their IT services and the IT service management processes that enable those IT services. A formal, proactive continual service improvement (CSI) practice is required to meet and achieve service level agreements.
To implement CSI, organizations need to instill the right attitude and drive the right behaviors until they become second nature. IT providers must embed a culture of measurement that continually tests the value, quality, performance, and compliance of the services within their portfolio and implements improvement initiatives that enable the desired business outcomes.
By definition, alignment requires bringing together two separate entities, often with disparate goals and objectives. However, in today’s complex IT environment, it is becoming more difficult to determine the difference between an IT service and a business service.
As the lines blur, alignment is no longer enough; IT must become an integral part of the business. Rather than having two separate organizations with disconnected goals and objectives, there must be a single, integrated business operation that functions with appropriate technology.
Many people have a personal continual improvement plan (although they may not call it that). For example, perhaps they decide they want to become more physically fit. First, they must define what “more physically fit” means to them. Then they measure their current fitness level and set goals for where they want to be. They may then decide to start walking half a mile every morning. Once they accomplish that for two weeks, they might increase the distance to one mile. After a month of walking one mile, they might increase the distance to a mile and a half, and so on. They measure their progress at regular intervals to determine where they are in relation to their goals. Once they meet their physical fitness goals, they select something else in their lives that they want to improve, and the improvement process begins again.