Service Management as a Practice

Video Activity
Join over 3 million cybersecurity professionals advancing their career
Sign up with
Required fields are marked with an *

Already have an account? Sign In »

3 hours 16 minutes
Video Transcription
module to my learners, service management and strategy
learning objectives. We will cover service management fundamentals and key concepts. We will cover who are the stakeholders within service management as well as the important stages of the of the service life cycle.
Alright, so listen to 0.1 service management as a practice,
so services and service management fundamentals. So as a service basically is delivering a value customer to customers by facilitating outcomes that customers want to achieve.
And service management is more of a specialized organization capabilities for that, for providing that value to that customer in the form of the service
and when we go into the I T service management, which is the I. T. S. M. Is an implementation and the management of that quality i t services to meet those business needs.
So service providers. So I tell, defines three types of service providers that can be used to give context to service management principles and capabilities. So although most organizations have some combination of these types,
Type one is more of a internal service provider, so it's typically business functions that's embedded within the business units as they as they serve so you have a human resource person or finance administration, or you have customer service and I t
is basically your You are the internal service provider for that particular organization,
and then we go into the type to which is more of a buying share, because it's cheaper and the organization still works as a whole. So it's a it's a shared service unit. So Internal service provider that provides shared services throughout the whole organization. And then we go into the Type three,
which is more of the outsource
outside sources. So it's like vendors. They spread the cost because it's cheaper, so work within the organization as a whole. So say, for instance, a company. They do not have a payroll, so they outsource that payroll. So that is more of an external service provider and that service provider that provides I t services within
the customers, their external customers.
So then we go into the stakeholders. So the stakeholders in service management so all customers should be provided agreed level of service with the same levels of customer service, right, regardless, rather is a customer that's internal or is a customers that's external. So for special considerations,
We'll need to be made related to external customers, however, because
you have to ensure that clear roles and responsibilities are established for who owns that customer relationship one. And how the customer service provided will be provided to interact with them. So in addition to many service, any service that providers that differentiate
between a customer facing services based on whether the customer is external or internal,
um, customers so internal customers, ISMM or the definition most typical for the type one and Type two service providers have you mentioned previously and external customers is the definition most app ical to the type three external service providers that you mentioned?
And then you go into the users where they are more distinct from customers because
and some customers do not use the I T services directly. Users users are consumers of the service providers service offerings, so they are typically concerned with the functionality and the performers provided by the service. So they're not generally concerned with the financial implications of using that service
and you are suppliers is
where we get our equipment from, like the routers or switches. And they are third party organizations that in support of that service provider services.
So how our services delivers. So organizations use assets to create value in form of goods and services. Right? So these are the two types of assets. So it's resource is, is things that you can buy. And then there's capabilities like things. How can you How can you use thes, take those and use them?
So resource is, in a sense, are easier to acquire,
then capabilities. So re sources are generic terms that includes I t infrastructure, people or money or things of that nature. And then capabilities are is the ability of organization the person that process is actually to carry out an activity.
So when you go into the processes processes specifics of income, I'm sorry.
Inputs toe achieve desired outcomes. So there are more structure set activities designed to accomplish some specific type of objective. And when you go into the function, the function is more off the team of people or the resource is used to carry out that particular process. Everything
goes hand in hand and then you have the role, which is
a set off assign responsibilities for that defined function that they have been awarded to sit there and take care off.
So when we go into the characteristics of the processes so measurable, so able to measure the process in the relevant manner, so it's more of a performance driven. So managers want to measure the cost, the quality and the other variables where practitioners are more concerned with the duration and the productivity
so deliver specific results. So the reason that process exists is to deliver a specific results right, so
this result must be individually identifiable and accountable so value to a customer and stakeholder. So every process delivers is primary results toe a customer or stakeholder customers, maybe internal or external, to the organization. But the process must meet their expectations
in a response in this to specific triggers.
So while a process may be ongoing, it has to be traceable to a specific trigger. So the process takes on one or more inputs, and it turns them into a defined outputs.
And it may include any of the rose that we mentioned before responsibilities, tools or management controls required to deliver that output. So a process can be defined as policies or standards or guidelines that's needed within that organization.
So when you take a look into the five steps of the service of the service life cycle. So I tell, Framework is structured around the service life cycle. So this life cycle view is supported by the five I Tell Corp Publications. So each pub
provides best practice specific to each stage in the services life cycle.
So the service life cycle stages are part of the integrated whole, with each stage influencing the other's, depending on them and for the inputs and the feedback
that's provided within each stage.
So when you look into the service life cycle breakout, so the service strategy it decides what what to deliver, what thoughts on paper, concrete references, processes in place to deliver that vision. And then the service design is more of a stage that strategized and decisions made within that
that service strategy stage and translate them into a blueprint for delivering those services and capabilities.
And then you have the service transition. Have a plan. Now take ownership of the service, the service decision package, make sure resource is are needed,
and then the service operation, where actually the deliver service to the user or the customer good, better ugly if adding value to that customer and then within the country, the continual service improvement. It's more concerns both incremental and large scale improvements across the life cycle.
So the scope of the C S. I includes ongoing alignment of the service portfolio and organizational needs.
So in summary lesson 2.1, we discussed services and service management fundamentals. Discussed skate stake holders and service management discussed service provider types. We discussed the assets processes functions were in rows as well as discussed characteristics of our processes.
So I would look forward to seeing you in the lesson. The next lesson.
Have a good day.
Up Next