ITILV3服务策略培训.ppt

ITILV3SERVICESTRATEGY Contents Themaingoalsandobjectives ConceptsandPrinciples UtilityandWarrantyResourceandCapabilityServicePortfolioServiceCatalogue Processes FinancialManagementDemandmanagement Technology ServiceAutomationSWOT EMSbusinessstrategy FlowerTransport CEOMrLiu BusinessStrategyMeeting ITServiceManagerMISSLee IdentifyingaNeworChangedService ResearchyourcustomerandmarketspaceIdentifyopportunitiesEnsureyoucanhandlethecostsandrisksoftheservicesyouoffer CustomerWeneedtotransportfornon standardservice CustomerIneedtoflowerservice TheMajorityofusers EMSBusiness EMSIT WhatITServiceSupporttheNewBusinessServices BusinessService Non StandardFlowersHandling ITService EnhancedTrackingSoftware ITService EnhancedBillingSoftware EvaluatingtheServices Beforeagreeingtooffertheseservices Missleemustmakecertaintheyarevaluableandcanbedeliveredbyherorganization GoalandObjectives 哪些應當被提供服務服務應當被提供給誰如何發展服務的內部和外部市場現在和潛在的競爭 能夠區分做什麼與怎麼做的價值目標客戶與利益相關人將如何衡量價值 價值將如何被創造如何通過財務管理掌握和控制價值的創造如何創造安全的戰略性的服務資產和服務管理能力的投資如何分配現有資源發揮最佳效果全面的服務組合服務性能如何衡量 EvaluatingServices WilltheserviceProvidevalue ArewecapableofdeliveringtheService UtilityandWarranty ResourceandCapabilities Utility 效用 WhattheCustomergets Warranty 保証 Howisitdelivered ValueCreation Performancesupported Constraintsremoved OR AND T F T F Value created Availableenough Capacityenough Continuousenough Secureenough AND T F Fitforpurpose Fitforuse ApplyingUtilityandWarranty ITprovidesEMSwithenhancedtrackingsoftware Thetrackingdatabaseis AlwaysavailableEasytoaccessDifficulttoQueryandrequiresagentstoclickthroughmultiplescreensforthedesiredinformationThisisanexamplefor Lowutilityandhighwarranty Resource Capability Theabilityofanorganization person process application configurationitemorITservicetocarryoutanactivity Capability AgenerictermthatincludesITinfrastructure people moneyoranythingelsethatmighthelptodeliveranITservice Resource IThasdeterminedtheenhancedsoftwaretrackingservicerequiresprintersthatwillcreatebarcodesforfollower ServiceStrategy Identifyanopportunity IdentifyITServicestoSupporttheBusinessStrategy EvaluatetheServicesDotheseservicesprovidevalue UtilityandWarrantyCanwedelivertheservice ResourceandCapabilities Ensureyoucanhandlethecostsandrisksassociatedwithdeliveringtheservicethroughservicestrategyprocess DemandManagement FinancialManagement ServicePortfolioManagement RequirementsDefinedAnalyzedApproved Serviceportfolio FinancialManagement Accounting 核算 Budgeting 預算 Charging 計費 A B C DemandManagement DemandManagement需了解企業的策略及需求 利用PBA UP的分析方法 採取適當的需求管理手段 獎勵或收費制 進行必要的資源調度及支援 去滿足企業的需求 需求的處理會進一步影響企業未來的PBA 再進行相對應的需求管理 形成一個cycle 力求一個demand與resource的完美balance平衡 DemandManagement Aworkloadprofileofoneormorebusinessactivities PBAareusedtohelptheITserviceproviderunderstandandplanfordifferentlevelsofbusinessactivity ApatternofuserDemandforITservices EachUserprofileincludesoneormorePatternsofBusinessActivities AdefinedlevelofUtilityandWarrantyforaparticularServicePackage EachSLPisdesignedtomeettheneedsofaparticularpatternofbusinessactivity PatternsofBusinessActivities 商業活動模式 UserProfile 使用者檔案 ServiceLevelPackage 服務級別包 PBA PBA定義出所有企業的商業活動 動態性 包含該活動的對應對象 顧客 廠商 管理階層等 以及活動的屬性 如執行頻率 機密性 數量等等 由商業模式活動 PBA 可以分析出 哪些活動對應企業而言是高頻率執行的首要活動 基本上高頻率活動的成功與否對企業有顯著且立即的深度影響 另外也可得知活動的獲益 營收及成本 清楚地定義出各活動的優先順序 UP UP定義出企業組織內所有流程 功能相關的角色及所屬權責 Roles Responsibilties 透過UP的協助 可清楚區別出各個活動 功能或程式 由那一個角色負責執行或使用 運用UP與PBA的比較分析 有助於需求的了解及管理 ServicePortfolioManagement program Project RequirementsDefinedAnalyzedApprovedCharteredDesignedDevelopedBuiltTestedReleasedOperationalRetired ServicePortfolioManagement TwoaspectsoftheServiceCatalog TheBusinessServiceCatalogcontainsdetailsofallITServicesdeliveredtothecustomerandrepresentthecustomerview TheTechnicalServiceCatalogcontainsdetailsofallITServicesdeliveredtothecustomer togetherwithrelationshipstothesupportingservicesandcomponentsnecessarytosupporttheprovisioningoftheservice TheServiceCatalogwillprovideasinglepointofentryforrequestingsharedservicesavailabletoyou ServiceCatalog Businessvs Technical ServiceAutomation 未來的發展 SWOT 通過SWOT分析 可以幫助企業把資源和行動聚集在自己的強項和有最多機會的地方 平衡計分卡 TheBalancedScoreCard 平衡計分卡中的目標和評估指標來源於組織戰略 它把組織的使命和戰略轉化為有形的目標和衡量指標 BSC中客戶方面 管理者們確認了組織將要參與競爭的客戶和市場部分 並將目標轉換成一組指標 如市場份額 客戶留住率 客戶獲得率 顧客滿意度 顧客獲利水準等 BSC中的內部經營過程方面 為