IT provides Value to the Business!

People

Service Design The services can not be effective or efficient without being designed with the business objectives in

mind. After d irection from Service Strategy, Service Design havs to assure the Service Quality is an

integral part of IT Services through their entire life cycles from customer requirements to service

d isposal. Therefore Service Design has to consider the following five Aspects:

It is the phase where IT Services are performed and actual

Value to the business delivered . But the IT Infrastructure is like

a living organism that has to be cherished and kept in a good

shape. It needs administration and above all it needs monitoring

as well as control of not all but important vital signs indicating the

health of IT services.

Business

Benefits

IT Service

Value

IT

services

Business Processes

Service Transition

Continual Service Improvement

Service Operation

ITIL initiatives still fail in 52 % because of

Culture and resistance to change (ABC@WORK, 2009).

The importance of People aspect therefore cannot be

overemphasized yet it is always forgotten or temptation to

cheat the nature prevails. The resistance originate in

Attitude, Behavior and Culture (Wilkinson and Schilt, 2008). Change of

those requires long term transformation approach, management

commitment and leadership (Burnes, 2009). How to cope with ABC

issues could be found in humorous way in a book ABC of

ICT - An introduction (Wilkinson and Schilt, 2008)

Based on Blue prints from Service Design, new IT services,

their changes and eventually d isposal have to be brought into

or out of the production live environment in a controlled and not

throw over the wall manner. IT Services have to be build , Evaluated

Tested and Rolled out into the production.

From People perspective, this is the time where new structure is

established , knowledge and skills acquired and transferred to the Operation

team as well as to Users. But most important to introduction of IT Service

Management, this is the time where Transformation and Change of Culture begins.

6. How do we keep going?

1. What is the vision?

2. Where are we now?

3. Where do we want to be?

4. How do we get there?

5. How can we

tell we have

got there?

High-level business objectives

Assessments, benchmarks

Measurable targets

Process improvement

Measurements and metrics

Service Strategy

IT Governance

The aim of IT and IT service

management is to support and

deliver Value to the Business

In IT Services, the technology is the one that

deliver services to Business Users. People build

technology and manage it through processes

Core components in IT Service

management are: People,

Processes and Technology relaying

on Partners and their Supporting

Services (Professional or IT)

Best Practices It doesn’t make sense to

reinvent the wheel, so adoption of

Best Practices and its adaption is smart

approach. But which one to take amongst many

of them where furthermore none of them covers

all needs and wishes. Moreover each of them primarily focus on one

domain expanded over time resulting sometimes in overlapping with

each other. Frameworks presented under umbrella of “Generic

Framework for Information Management” (van Bon and Verheijen, 2006)

could help in finding the best practice or a combination of them.

gives IT service management d irection and answers questions about

provid ing Service Value, Market and Offerings development, Prioritization and Investments in

IT Services within the IT Service Portfolio, and probably most important about development

of Strategic Assets in form of Resources and Capabilities.

In a CIO survey 95% of CIO’s declared an intention to adopt ITIL to

achieve business goals. Unfortunately still 70% of IT organizations are

unable to demonstrate the value of ITSM improvement initiatives.

(ABC@WORK, 2009)

Benjamin Oražem , SRC d .o.o.

beno.orazem@src.si (January 2011)

Value can only be

provided to the Business

through IT Services with

effective IT Governance,

superior IT Service Management and

continual improvement.

• Designing service solution (requirements, resources, capabilities, skills, knowledge)

• Designing supporting systems (automation of processed)

• Designing technology architectures (consider frameworks like TOGAF)

• Designing all the processes and roles for all lifecycle phases

• Design of measurement systems and metrics

Processes:

• Service Catalog Management

• Service Level Agreement

• Capacity Management

• Availability Management

• IT Service Continuity Management

• Information Security Management

• Supplier Management

Processes:

• Transition Planning and Support

• Change Management

• Service Assets and Configuration Management

• Release and Deployment Management

• Access Management

• Operation Management

Processes:

• Service Measurement

• Service Reporting

• Service Improvement

Processes:

• Strategy Generation

• Service Portfolio Management

• IT Financial Maanagement

• Demand Management

• Service Validation and Testing

• Evaluation

• Knowledge Management

Processes:

• Event Management

• Incident Management

• Request Fulfillment

• Problem Management

Leadership

It is not of any use if IT does not become a

concern of corporate Business management

and trough IT Governance part

of Enterprise Governance.

Introduction of IT Service

Management base on

transformation and

cultural change that

requires strong (ITGI, 2007: 5)

From People perspective , all Service Operation staff must be fu lly aware

that they are there to “provide service” to the business and secondly it is

extremely important that they are involved above all in in service Design and

Service Transition.

While Service Strategy deals with customer ’s constantly changing

needs, the Service Improvement deals with their constantly

increasing quality expectations by focus on increasing the

efficiency, maximizing the effectiveness and optimizing the

cost of services and underlying ITSM processes. It establish

core metrics and measurements, quality indicators as

well as measurement targets, methods and models

like Process and Organization maturity model and

presented Continual improvement model often

used as method for Service Management

Introduction.

(OGC, 2007e) (OGC, 2007a)

(OGC, 2007d) (OGC, 2007b)

(OGC, 2007c)