logging in or signing up ITIL v3 Service Stratagy khaliquezafar Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 2747 Category: Science & Tech.. License: All Rights Reserved Like it (0) Dislike it (0) Added: July 24, 2010 This Presentation is Public Favorites: 2 Presentation Description No description available. Comments Posting comment... By: kallolchowdhury (15 month(s) ago) How interesting and amazing this post is! It is useful and helpful for me that I like it very much,and I am looking forward to hearing from your next. I have seen such kind of blog in another site. i.e. Architect Pavilion. You can take a tour in architect pavilion. I think it will help you to express your views. It is very usefull site for sw Architect , developers etc. The link is : http://www.architectpavilion.com/vb/content/ Saving..... Post Reply Close Saving..... Edit Comment Close Premium member Presentation Transcript Information Technology Infrastructure Library(ITIL)Service Strategy : Information Technology Infrastructure Library(ITIL)Service Strategy Khalique Zafar Sr. Customer Services Engineer Agenda : Agenda What I say ; what you hear “jab we met”. Service Strategy Definition Goals and Objectives Principles and Concepts Strategy Generation Service Strategy Processes Financial Management Service Portfolio Management Demand Management Q&A ITIL Service Management (v3) : ITIL Service Management (v3) Core ITIL v3 Library : Core ITIL v3 Library Service Strategy (SS) Service Design (SD) Service Transition (ST) Service Operations (SO) Continual Service Improvement (CSI) Key links, inputs & outputs of the service lifecycle stages : Key links, inputs & outputs of the service lifecycle stages Service Strategy : Service Strategy A process to enable Service Providers Act and think in a strategic manner and achieve their goals and objectives by using Service Assets To support the organization in transforming service management into strategic asset To see relationship between systems, processes, functions, services and business models. …… and the organization’s vision Cost Effectiveness Value to the customer Standardized Process Value Creation Service Strategy Objectives : Service Strategy Objectives How can Financial Management provide visibility and control over value creation? How should we define service quality? How do we efficiently allocate resources? How do we resolve conflicting demands for shared resources? What services should we offer and to whom? How do we differentiate ourselves from competing alternatives? How do we capture value for our stakeholders? How can we make a case for strategic investments? Service Assets : Service Assets Resources--direct input parameter for the service delivery People Information Applications Infrastructure Finances Capabilities-- skills and help the organization to develop and control the resources in order to generate added value Management Organization Processes Knowledge Skills Resources and Capabilities are strategic assets of each service provider to enable goods or services to be produced Service Provider : Service Provider Deliver services to one or more external or internal customers Types: Type-I: Internal Service Provider Type-II: Shared Service Provider Type-III: External Service Provider Service Provisioning Model : Service Provisioning Model Managed Service: where a business unit requiring a service fully funds the provision of that service for itself Shared Service: the provisioning of multiple services to one or more business units through shared infrastructure and resources Utility: services are provided on the basis of how much is required by each customer, how often, and at what times the customer needs them. Principles of Service Strategy : Principles of Service Strategy Value Creation Utility Warranty 4 P’s of SS Perspective Position Plan Pattern Service Structure Value Chain Value Network Value Creation : Value Creation Utility Functionality of service or product Satisfy specific need What is does? What a customer gets? Increases performance Warranty A promise or commitment Meets agreed requirements Concerns availability, capacity, continuity and security Reduces fluctuation in service delivery Value Creation : Value Creation 4 P’s of Service Strategy : 4 P’s of Service Strategy Perspective: the distinctive vision and direction Position: the basis on which the provider will compete Plan: how the provider will achieve their vision Pattern: the fundamental way of doing things – distinctive patterns in decisions and actions over time. Service Structure : Service Structure Value Chain The service provider acquires goods and services from its suppliers and assembles them to produce new services to meet the needs of the business Value Network Web of relationships that generates tangible and intangible value through complex dynamic exchanges through two or more organizations Value Chain and Value Network : Value Chain and Value Network Strategy Generation : Strategy Generation Define Market Understand Customer Understand Opportunity Clarify and Visualize Develop Offerings Understand Market Space Develop Outcomes Classify and Visualize Strategy Generation(cont) : Strategy Generation(cont) Develop Strategic Assets Develop and Maintain Service Assets Understand Customer’s Assets Map Assets Design, Develop, Operate Services Controls Costs Prepare for Execution Set Objectives Define Critical Success Factors Prioritize Investments Explore Business Potential Align to Customer needs Service Strategy Processes : Service Strategy Processes Financial Management Service Portfolio Management Demand Management Financial Management : Financial Management Covers the functions and process responsible for managing IT Service Provider’s budgeting, accounting and charging requirements To provide quantification of value of Assets and IT Services and qualification of operational forecasting To help identify, document and agree value of current and future services Financial Management Concepts : Financial Management Concepts “As a Strategic Tool” Improves decision making capabilities Supports financial change assessment Substantiate the value of various services as contained in Service Portfolio Ensure Financial Compliance and Control Visualize costs of operational control Track “Value Capture and Creation” Business Case : Business Case Supports Decision Making–- Where do we need to spend? Business Impact— Where are we spending? Improved Reliability Improved Maintainability Improved Services Business Objectives— Insight into cost of services Lower Cost Increased Customer Satisfaction Improved Marketing Image Service Valuation : Service Valuation Service provisioning value (Pain) The cost to IT related to provisioning a service How much is IT spending on IT??? “Relatively easy to calculate” Service value potential (Gain) Value addition based on customer’s perception How much customer earning from IT use???? “More Challenging to calculate” Financial Management Key Process Activities : Financial Management Key Process Activities Budgeting How much “money” is needed to deliver and support IT services against demand Accounting Keeping track of where, when, how, when and why and by whom “money” is being spent Charging Optionally recovering some of the “money” incurred with the provisioning of IT services Service Portfolio Management : Service Portfolio Management Dynamic method for controlling service management investments throughout the enterprise and actively managing their value. The aim of this is to turn service management into strategic assets Define: inventory services, ensure business cases and validate portfolio data Analyze: maximize portfolio value, align and prioritize and balance supply and demand Approve: finalize proposed portfolio, authorize services and resources Charter: communicate decisions, allocate resources and charter services. Service Portfolio Management : Service Portfolio Management Why should customers buy this service? Why should they buy it from us? What form does the pricing structure take – or how does the refund system work? What are our strengths and weaknesses, priorities and risks? How should we apply our resources and capabilities? Service Portfolio : Service Portfolio The complete set of services that are managed by a service provider The service portfolio is used to manage entire lifecycle of all services, and includes three categories Service pipeline Proposed or in development Service catalogue Live or available for development Retired Services Services no longer offered Service Portfolio : Service Portfolio Services Proposed or in development Services actively delivered Retired Services “Planning and Managing Services from Cradle to Grave” Service Portfolio and Service Catalogue : Service Portfolio and Service Catalogue Demand Management : Demand Management To understand and influence customer demand for services To provide the capacity to meet these demands What if …. You have too much capacity (over-capacity) You don’t have enough capacity (under-capacity) ….to meet customer demands???? Demand Management + Supply : Demand Management + Supply Supply and demand is and economic model based on price, quality and quantity in a market In a competitive market, price will function to equalize The quality and quantity demanded by customer The quality and quantity supplied by service provider ….resulting in an equilibrium of price, quality and quantity… Slide 38: Price Demand Supply Quantity Demand Management Challenges : Demand Management Challenges Poorly managed “demand and supply” is a source of risk Over-capacity Planned Unplanned Insufficient capacity Simultaneous demand and delivery Influencing demand “yes” Completely controlling demands “no” Demand Management Challenges(Cont) : Demand Management Challenges(Cont) Consumption and production of services Tightly coupled Productive capacity of resources adjusted to: Demand Forecasts Demand Patterns Some types of capacity can be quickly increased Increased Decreased You do not have the permission to view this presentation. In order to view it, please contact the author of the presentation.
ITIL v3 Service Stratagy khaliquezafar Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 2747 Category: Science & Tech.. License: All Rights Reserved Like it (0) Dislike it (0) Added: July 24, 2010 This Presentation is Public Favorites: 2 Presentation Description No description available. Comments Posting comment... By: kallolchowdhury (15 month(s) ago) How interesting and amazing this post is! It is useful and helpful for me that I like it very much,and I am looking forward to hearing from your next. I have seen such kind of blog in another site. i.e. Architect Pavilion. You can take a tour in architect pavilion. I think it will help you to express your views. It is very usefull site for sw Architect , developers etc. The link is : http://www.architectpavilion.com/vb/content/ Saving..... Post Reply Close Saving..... Edit Comment Close Premium member Presentation Transcript Information Technology Infrastructure Library(ITIL)Service Strategy : Information Technology Infrastructure Library(ITIL)Service Strategy Khalique Zafar Sr. Customer Services Engineer Agenda : Agenda What I say ; what you hear “jab we met”. Service Strategy Definition Goals and Objectives Principles and Concepts Strategy Generation Service Strategy Processes Financial Management Service Portfolio Management Demand Management Q&A ITIL Service Management (v3) : ITIL Service Management (v3) Core ITIL v3 Library : Core ITIL v3 Library Service Strategy (SS) Service Design (SD) Service Transition (ST) Service Operations (SO) Continual Service Improvement (CSI) Key links, inputs & outputs of the service lifecycle stages : Key links, inputs & outputs of the service lifecycle stages Service Strategy : Service Strategy A process to enable Service Providers Act and think in a strategic manner and achieve their goals and objectives by using Service Assets To support the organization in transforming service management into strategic asset To see relationship between systems, processes, functions, services and business models. …… and the organization’s vision Cost Effectiveness Value to the customer Standardized Process Value Creation Service Strategy Objectives : Service Strategy Objectives How can Financial Management provide visibility and control over value creation? How should we define service quality? How do we efficiently allocate resources? How do we resolve conflicting demands for shared resources? What services should we offer and to whom? How do we differentiate ourselves from competing alternatives? How do we capture value for our stakeholders? How can we make a case for strategic investments? Service Assets : Service Assets Resources--direct input parameter for the service delivery People Information Applications Infrastructure Finances Capabilities-- skills and help the organization to develop and control the resources in order to generate added value Management Organization Processes Knowledge Skills Resources and Capabilities are strategic assets of each service provider to enable goods or services to be produced Service Provider : Service Provider Deliver services to one or more external or internal customers Types: Type-I: Internal Service Provider Type-II: Shared Service Provider Type-III: External Service Provider Service Provisioning Model : Service Provisioning Model Managed Service: where a business unit requiring a service fully funds the provision of that service for itself Shared Service: the provisioning of multiple services to one or more business units through shared infrastructure and resources Utility: services are provided on the basis of how much is required by each customer, how often, and at what times the customer needs them. Principles of Service Strategy : Principles of Service Strategy Value Creation Utility Warranty 4 P’s of SS Perspective Position Plan Pattern Service Structure Value Chain Value Network Value Creation : Value Creation Utility Functionality of service or product Satisfy specific need What is does? What a customer gets? Increases performance Warranty A promise or commitment Meets agreed requirements Concerns availability, capacity, continuity and security Reduces fluctuation in service delivery Value Creation : Value Creation 4 P’s of Service Strategy : 4 P’s of Service Strategy Perspective: the distinctive vision and direction Position: the basis on which the provider will compete Plan: how the provider will achieve their vision Pattern: the fundamental way of doing things – distinctive patterns in decisions and actions over time. Service Structure : Service Structure Value Chain The service provider acquires goods and services from its suppliers and assembles them to produce new services to meet the needs of the business Value Network Web of relationships that generates tangible and intangible value through complex dynamic exchanges through two or more organizations Value Chain and Value Network : Value Chain and Value Network Strategy Generation : Strategy Generation Define Market Understand Customer Understand Opportunity Clarify and Visualize Develop Offerings Understand Market Space Develop Outcomes Classify and Visualize Strategy Generation(cont) : Strategy Generation(cont) Develop Strategic Assets Develop and Maintain Service Assets Understand Customer’s Assets Map Assets Design, Develop, Operate Services Controls Costs Prepare for Execution Set Objectives Define Critical Success Factors Prioritize Investments Explore Business Potential Align to Customer needs Service Strategy Processes : Service Strategy Processes Financial Management Service Portfolio Management Demand Management Financial Management : Financial Management Covers the functions and process responsible for managing IT Service Provider’s budgeting, accounting and charging requirements To provide quantification of value of Assets and IT Services and qualification of operational forecasting To help identify, document and agree value of current and future services Financial Management Concepts : Financial Management Concepts “As a Strategic Tool” Improves decision making capabilities Supports financial change assessment Substantiate the value of various services as contained in Service Portfolio Ensure Financial Compliance and Control Visualize costs of operational control Track “Value Capture and Creation” Business Case : Business Case Supports Decision Making–- Where do we need to spend? Business Impact— Where are we spending? Improved Reliability Improved Maintainability Improved Services Business Objectives— Insight into cost of services Lower Cost Increased Customer Satisfaction Improved Marketing Image Service Valuation : Service Valuation Service provisioning value (Pain) The cost to IT related to provisioning a service How much is IT spending on IT??? “Relatively easy to calculate” Service value potential (Gain) Value addition based on customer’s perception How much customer earning from IT use???? “More Challenging to calculate” Financial Management Key Process Activities : Financial Management Key Process Activities Budgeting How much “money” is needed to deliver and support IT services against demand Accounting Keeping track of where, when, how, when and why and by whom “money” is being spent Charging Optionally recovering some of the “money” incurred with the provisioning of IT services Service Portfolio Management : Service Portfolio Management Dynamic method for controlling service management investments throughout the enterprise and actively managing their value. The aim of this is to turn service management into strategic assets Define: inventory services, ensure business cases and validate portfolio data Analyze: maximize portfolio value, align and prioritize and balance supply and demand Approve: finalize proposed portfolio, authorize services and resources Charter: communicate decisions, allocate resources and charter services. Service Portfolio Management : Service Portfolio Management Why should customers buy this service? Why should they buy it from us? What form does the pricing structure take – or how does the refund system work? What are our strengths and weaknesses, priorities and risks? How should we apply our resources and capabilities? Service Portfolio : Service Portfolio The complete set of services that are managed by a service provider The service portfolio is used to manage entire lifecycle of all services, and includes three categories Service pipeline Proposed or in development Service catalogue Live or available for development Retired Services Services no longer offered Service Portfolio : Service Portfolio Services Proposed or in development Services actively delivered Retired Services “Planning and Managing Services from Cradle to Grave” Service Portfolio and Service Catalogue : Service Portfolio and Service Catalogue Demand Management : Demand Management To understand and influence customer demand for services To provide the capacity to meet these demands What if …. You have too much capacity (over-capacity) You don’t have enough capacity (under-capacity) ….to meet customer demands???? Demand Management + Supply : Demand Management + Supply Supply and demand is and economic model based on price, quality and quantity in a market In a competitive market, price will function to equalize The quality and quantity demanded by customer The quality and quantity supplied by service provider ….resulting in an equilibrium of price, quality and quantity… Slide 38: Price Demand Supply Quantity Demand Management Challenges : Demand Management Challenges Poorly managed “demand and supply” is a source of risk Over-capacity Planned Unplanned Insufficient capacity Simultaneous demand and delivery Influencing demand “yes” Completely controlling demands “no” Demand Management Challenges(Cont) : Demand Management Challenges(Cont) Consumption and production of services Tightly coupled Productive capacity of resources adjusted to: Demand Forecasts Demand Patterns Some types of capacity can be quickly increased Increased Decreased