Skip to main content

Strategy - Are Service Models Required?

A recent question came from an ITSM practitioner who asked “Just what is a Service Model anyway?” Within the context of service management, you will likely here reference to the “Service Model” in every lifecycle stage but none more so than in the Service Strategy lifecycle.

A little background:
Within the context of best practice, it is in the Service Strategy lifecycle stage that a proposal is submitted.  This proposal is a formal request for a new line of business or service and will be processed through the pipeline of the service portfolio to be defined, analyzed, approved and chartered.  This approval is the executive authorization and will result in the service being chartered.   The proposal will include a high level “Service Model” and be accompanied with a full-blown business case. Once a service is chartered it will generally move to the Project Management Organization (PMO) where the chartered project is initiated for design.

Service Model:
A Service Model should begin with the defined customer outcomes or business process.  It is a model or a blueprint that shows not only the business/customer outcomes expected but more importantly the model shows which resources and capabilities will be required by the service provider to deliver those outcomes.  The Service Model describes the structure of the service and what it is going to take to deliver value to the customer.   The Service Model must always focus on customer value and outcomes as the main target.    The details for the Service Model get added in Service Design and the deployment of the service will be fulfilled in Service Transition.  There is no end to the evolution of a Service Model as long as the service is still being delivered.  The service will continually evolve based on external feedback from the customer but also from internal feedback from the service provider.   If the service is constantly evolving (and we know they do) then the service assets that we use to provision it and the Service Model will also evolve.

To learn more about Service Strategy training and certification for you and your staff click here


Comments

Popular posts from this blog

What is the difference between Process Owner, Process Manager and Process Practitioner?

I was recently asked to clarify the roles of the Process Owner, Process Manager and Process Practitioner and wanted to share this with you. Roles and Responsibilities: Process Owner – this individual is “Accountable” for the process. They are the goto person and represent this process across the entire organization. They will ensure that the process is clearly defined, designed and documented. They will ensure that the process has a set of Policies for governance. Example: The process owner for Incident management will ensure that all of the activities to Identify, Record, Categorize, Investigate, … all the way to closing the incident are defined and documented with clearly defined roles, responsibilities, handoffs, and deliverables.  An example of a policy in could be… “All Incidents must be logged”. Policies are rules that govern the process. Process Owner ensures that all Process activities, (what to do), Procedures (details on how to perform the activity) and the

Four Service Characteristics

Recently I came across several articles by researchers and experts that laid out definitions and characteristics of services. ITIL provides us with a definition that can help drive the creation of value-laden services: A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks. An area that ITIL is not so clear is in terms of service characteristics. Several researchers and experts put forth that services have four basic characteristics (IHIP): ·          Intangibility—Services are the results of actions not things. They have no physical presence and represent a logical set of elements. One way to think of service is “work done for others.” ·          Heterogeneity—Also known as “variability”; services are unique items because of the mechanisms used to deliver services-that is people. Because the people element adds variability, the service is variable. This holds true especially for th

How Does ITIL Help in the Management of the SDLC?

I was recently asked how ITIL helps in the management of the SDLC (Software Development Lifecycle).  Simply put... SDLC is a Lifecycle approach to produce the software or the "product".  ITIL is a Lifecycle approach that focuses on the "service". I’ll start by reviewing both SDLC and ITIL Lifecycles and then summarize: SDLC  -  The intent of an SDLC process is to help produce a product that is cost-efficient, effective and of high quality. Once an application is created, the SDLC maps the proper deployment of the software into the live environment. The SDLC methodology usually contains the following stages: Analysis (requirements and design), construction, testing, release and maintenance.  The focus here is on the Software.  Most organizations will use an Agile or Waterfall approach to implement the software through the Software Development Lifecycle. ITIL  -  is a best practice for IT service management (ITSM) that focuses on aligning IT services with