SLM andere Themen

• compliance
• internal pressure from own org.
• competition
• need for professionalization of IT

• Rules and directives (checklists)
• Sequencing (Interconnected frameworks design)
• Routines (Clarification of roles RACI)
• Group problem solving and decision making (Support group)

• Lack of executive sponsorship
• Business understanding of ITIL objectives
• Lack of internal knowledge/skills of ITIL
• Lack of funding/cost of adoption
• Organization/cultural resistance to change
• Maintaining momentum//pogress stagnates

ISO 20000 is based on BS 15000 and ITIL

• ISO 20000 - 1: Service Management System Requirements
• 2- Code of Practise
• 5- Additions to Code of Practice (workbook for measuring maturity)

same as in ITIL but less and defined under

• Service delivery P (Design)
• Control P (Transition)
• Resolution P (Operation)
• Relationship P 

---> Documentation in Service Management System (SMS)

• Design and transition of new or changed services (Continual Service impr.)

• Initiation
• Preparation
• Implementation (Management + Service Mgmt. Processes)
• Audit
• Operation

--> with Documentation and Project Management

• Plan & Organise
• Acquire & Implement
• Deliver & Support
• Measure & Evaluate

• maintain high quality info to support decisions
• business value from IT-enabled investments
• oper. excellent through efficient + reliable application of technology
• maintain risk at acceptable level
• external legal regulatory and contractual compliance

1. Meet stakeholder needs
2. Cover the enterprise end-to-end
3. Apply a single integrated framework
4. Enable a holistic approach
5. seperate governance from Management

ITIL vs. COBIT

processes vs control approach

operations vs leadership

business orientated vs business focused

lifecycle of services vs process oriented

value creation oriented vs control based

judged from customer vs measurements for adjustments

COBIT

+ structure

+ integrated maturity model

+ separation of business- IT targets

- not detailed enough

- RACI doesn't exist in every orga

cost vs benefits for gathering metrics often questionable

ITIL

+ Lifecyle thinking

+ customer orientation

- System for implementation is missing

- Inconsistencies

• services are key driver of growth and profitability
• organizations develop service offerings combining services to tangible products
• makes complexity manageable
• enales parallel work and improvement
• creates adaptivity to deal with uncertainty
• can lead to decreased production costs
• can decrease complexity by cross use of modules between services
• may lead to better customer value and profitability by standardization

• Service delivery by multiple service providers that specialize on the production of loosely coupled subtasks within the integrating framework of a modular servce architecture
• --> reduces costs at constant flexibility in solutions

• Loss of value for customers in case of holistic requirements
• Pressure to bypass standards set by modular service architecture
• Imitation and cherry picking
• Core rigidity (Kernstück Starrheit)

--> Mitigation (Minderung) through front-back design 

• Front end: customer specific service co-creation
• Back end: production of standardized services

1. Development of Service Catalogue

2. Design, Sales, implementation of custom service solution

3. Service, solution transition, operation and support

4. Service solution improvement

• Division of labour in the delivery of IT services established via IT outsourcing
• Indications for reduced specifity of IT services (selective sourcing), increased prevelance of multi-sourcing and reduced contract durations
• New paradigm: Service orientation drives business process focus, flexibility and re-use
• Service orientation can be conceptualized as industrialization

Integration in It services!

Front end:

• customer-centric
• relationship management
• project management

Back end:

• product-centric
• Econmies of scale and learning
• Complexity management

SCORE is based on a Service Model with Four Elements

• System Components
  • IT Components of a Service
• Operations (Processes)
  • Processes that deliver Service
• Results
  • Guaranteed Outpu (SLA)
• Engagement
  • Episodes of collaboration between customer and provider for delivering customer-specific service (e.g. workshops, PM, incident reporting, service requests)

Scoping--> Catalogue structure

Service analysis --> Service inventory

Module information --> Service modules

Solution configuration --> Customer solution

Extension --> New modules

• Service Design (Reuse)
  • Shorter development time
  • Reduced development cost
• Service Sales (Adaption)
  • Shorter Sales time
  • Reduced sales cost
  • Flexibility
  • Reduced delivery cost
• Service Delivery (External delivery outsourcing)
  • Reduced service delivery costs
  • Shorter service delivery time
  • improved resource utilization flexibility
  • improved service quality
• Service Improvement (Resource sharing)
  • improved flexibility
  • improved quality
  • Reduced service delivery
  • Reduced service delivery cost
  • Improve flexibility

Technical (System component x System Component)

System (component x process)

Customer integration (Process x engagement)

SLA or warranties ( All x Results)

Combine delivery elements to service modules !

Module types

• System Service Module (System or information as a service)
• Process Service Module (Transformational and business capabilities as a service)
• Integration module (Customer -specific engagement as a service

Service architecture (Architect)

Service product (Product management)

Service configuration (Sales/ Pre-Sales)

• Development of service solution catalogue
• Design, sales and implementation of custom service solution
• Service solution transition, operation and support
• Service solution improvement

Technology

• Service Support
  • Architecture and role concepts for delinating service responsibilities
  • Direct support of service functions in hardware and software
  • Access to product specific knowledge
• Transformations options
  • Substituting dominant designs for customer specific components
  • use of open source components
  • Inhibitors: proprietary systems and interfaces and licence models

Organization

• IT process definition
  • Definition of shared processes of service management
  • Differentiation of of processes for customer groups
  • Inhibitors: implicit service processes and no definition of customer groups
• Shared service control modules
  • Shared methods for measuring and managing service performance
  • Inhibitors: Lacking or diverging modes of control among stakeholders