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    CSM Lecture 2: Dimensions of Service Management

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    Shreyas Puddoo
    The 4 dimensions of service management are: 1) Organization and people - focuses on organizational culture, workforce capacity and competency 2) Information and technology - covers information management and technology architecture/infrastructure 3) Partners and suppliers - encompasses relationships with external organizations involved in service delivery 4) Value streams and processes - identifies how value is created through organizational activities and processes These 4 dimensions provide a holistic framework but are also influenced by external factors like regulations.

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    CSM Lecture 2: Dimensions of Service Management

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    Shreyas Puddoo
    46 views23 pages
    The 4 dimensions of service management are: 1) Organization and people - focuses on organizational culture, workforce capacity and competency 2) Information and technology - covers information management and technology architecture/infrastructure 3) Partners and suppliers - encompasses relationships with external organizations involved in service delivery 4) Value streams and processes - identifies how value is created through organizational activities and processes These 4 dimensions provide a holistic framework but are also influenced by external factors like regulations.

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    The 4 dimensions of service management are: 1) Organization and people - focuses on organizational culture, workforce capacity and competency 2) Information and technology - covers information management and technology architecture/infrastructure 3) Partners and suppliers - encompasses relationships with external organizations involved in service delivery 4) Value streams and processes - identifies how value is created through organizational activities and processes These 4 dimensions provide a holistic framework but are also influenced by external factors like regulations.

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    46 views23 pages

    CSM Lecture 2: Dimensions of Service Management

    Uploaded by

    Shreyas Puddoo
    The 4 dimensions of service management are: 1) Organization and people - focuses on organizational culture, workforce capacity and competency 2) Information and technology - covers information management and technology architecture/infrastructure 3) Partners and suppliers - encompasses relationships with external organizations involved in service delivery 4) Value streams and processes - identifies how value is created through organizational activities and processes These 4 dimensions provide a holistic framework but are also influenced by external factors like regulations.

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    CSM Lecture 2 Dimensions of service

    management
    Organisations and people

    4 dimensions Information and technology

    of service
    management Partners and suppliers

    Value streams and processes


    Key points on the 4 dimensions
    • Brings a holistic approach to service management
    • The four dimensions are constrained and influenced by several
    external factors
    • Failing to address all 4 dimensions properly may result in services
    becoming undeliverable or not meeting expectations of quality or
    efficiency.
    • Examples wrong processes may result in wasteful effort or duplication of
    efforts, ignoring partners and suppliers may result in poor outsourced
    services.
    4 dimensions of service management as per
    ITIL v4
    Dimension 1: Organisation and People
    • The effectiveness of an organisation cannot be assured by a formally
    established structure or system of authority alone.

    • The organisation also needs a


    • culture that supports its objectives
    • the right level of capacity and competency among its workforce
    Organisation Culture
    • Organisation culture encompasses values and behaviors that contribute to
    the unique social and psychological environment of a business
    (businessdictionary.com).

    • Leaders play a vital role in advocating values and behaviours requried in an


    organisation.

    • For example, it is useful to promote a culture of trust and transparency in


    an organisation that encourages its members to raise and escalate issues
    and facilitates corrective actions before any issues have an impact on
    customers.
    Workforce
    • Capacity
    • What are different roles required?
    • How many people is required? Does the
    number required vary with time?
    • How are the people are to be organised?

    • Competency
    • What skills and competencies are needed?
    • In which areas?
    Organisation and People in relation to
    Computer Services
    • Computer Services Department has a service relationship with most
    of the department in an organisation
    • HR
    • Procurement
    • Facilities
    • Marketing
    • Supply Chain
    • Etc..
    Dimension 2: Information and technology
    • Applies both to service management and to the
    services being managed

    • Includes the information and knowledge necessary


    for the management of services as well as the
    technology required

    • cover all levels of IT architecture, including


    applications, databases, communication systems, and
    their integrations.
    Key output: Information component

    What information is managed by the services?

    What supporting information and knowledge are needed to deliver


    and manage the services?

    How will the information and knowledge assets be protected,


    managed, archived, and disposed of?
    Challenges of information management

    Availability Reliability Accessibility Timeliness

    Regulatory
    Accuracy Relevance Security compliance (e.g.
    GDPR and HIPA)
    New developments in Information technology
    • Artificial intelligence, machine learning and other cognitive
    computing solutions are used at all levels, from strategic planning and
    portfolio optimisations to system monitoring and user support.
    • Mobile platforms, cloud solutions, remote collaboration tools,
    automated testing, and deployment solutions has become common
    practice.

    • These development posed new challenges to service management


    Common questions when considering a
    technology
    • Is this technology compatible with the current architecture of the organization
    and its customers? Do the different technology products used by the
    organization and its stakeholders work together? How are emerging
    technologies (such as machine learning, artificial intelligence, and Internet of
    Things) likely to disrupt the service or the organization?
    • Does this technology raise any regulatory or other compliance issues with the
    organization’s policies and information security controls, or those of its
    customers?
    • Is this a technology that will continue to be viable in the foreseeable future? Is
    the organization willing to accept the risk of using aging technology, or of
    embracing emerging or unproven technology?
    • Does this technology align with the strategy of the service provider, or its
    service consumers?
    • Does the organization have the right skills across its staff and suppliers to
    support and maintain the technology?
    • Does this technology have sufficient automation capabilities to ensure it can
    be efficiently developed, deployed, and operated?
    • Does this technology offer additional capabilities that might be leveraged for
    other products or services?
    • Does this technology introduce new risks or constraints to the organization
    (for example, locking it into a specific vendor)?
    The impact of organisation culture on the
    choice of technology
    • The culture of an organisation may have a significant impact on the
    technologies it chooses to use.
    • Some organisations may have more of an interest in be at the cutting
    edge of technological advances than others (for example Internet
    service providers, telecom companies)
    • Some organisations may be more traditional
    • Can you name such organisations?

    • One company may be keen to take advantage of artificial intelligence


    while another may be very far from adopting advanced analytical
    tools.
    Dimension 3: Partners and suppliers
    • Encompasses an organisation’s relationship with
    other organisations that are involved in the
    design, development, deployment, delivery,
    support and continual improvement of services.

    • Relationships between organisations may


    involve various levels of integration and
    formality. This ranges from formal contracts
    with clear separations of responsibilities, to
    flexible partnerships where parties share
    common goals and risks and collaborate to
    achieve desired outcomes.
    Relationships between Organisations
    Factors influencing an organisation’s strategy
    when using suppliers
    • Strategic focus
    • Corporate Culture
    • Resource Scarcity
    • Cost concerns
    • Subject matter expertise
    • External constraints
    • Demand patterns
    Recent development in service partnership
    • The last decade has seen an explosion in companies that offer technical
    resources (infrastructure) or capabilities (platforms, software) ‘as a service’

    • Goods and services are bundled in a single product offering and can be
    consumed as a utility

    • The consumption of this service is typically accounted as OPEX (operational


    expenditures) as opposed to CAPEX (capital expenditure). The company
    does not need to invest in costly infrastructure and software assets.
    Value streams and processes
    • A Value Stream is a series of steps an organisation undertakes to
    create and deliver products and services to consumers
    • A Process is a set of interrelated or interacting activities that
    transform inputs into outputs. A process takes one or more defined
    inputs and turns them into defined outputs. Processes define the
    sequence of actions and their dependencies.
    Value Stream
    • Identifying and understanding the various value streams an organization
    has is critical to improving its overall performance. Structuring the
    organization’s activities in the form of value streams allows it to have a
    clear picture of what it delivers and how, and to make continual
    improvements to its services.
    • Organizations should examine how they perform work and map all the
    value streams they can identify. This will enable them to analyse their
    current state and identify any barriers to workflow and non-value-adding
    activities, i.e. waste. Wasteful activities should be eliminated to increase
    productivity.
    • Value streams should be defined by organizations for each of their products
    and services.
    Process
    • When applied to products and services, this dimension helps to
    answer the following questions, critical to service design, delivery,
    and improvement:
    • What is the generic delivery model for the service, and how does the service
    work?
    • What are the value streams involved in delivering the agreed outputs of the
    service?
    • Who, or what, performs the required service actions?
    Process
    Example

    Source: https://www.pinterest.com/pin/446560119272464783/
    External Factors
    • Political, economic, social, technological, legal and environmental factors contrain
    or influence how service is provided.
    • Collectively these factors influence how organisations configure their resources
    and address the four dimensions of service management.

    • For example:
    • Government and societal attitudes towards environmentally friendly products and services may result
    in the organization investing more in tools and technologies that meet external expectations.
    • Economic and societal factors may influence organizations to create several versions of the same
    product to address various consumer groups that show different buying patterns.
    • Data protection laws or regulations (like GDPR) have changed how companies must collect, process,
    access, and store customer data, as well as how they work with external partners and suppliers.

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