SERVICE MANAGEMENT

II3120 IT Services

Motivation
ICT as enabler in providing services for business

processes
IT service provider function
The use of ICT to manage systems and services IT
Services Management

Information systems
In organization, increasing IT budget is referred to people,

technology, and organization (not only application)

Domain of Service Management

3 types of provider arrangements:
Type I: Service provider delivers services to only one service object
Type II: Service provider delivers services to more than one service
object in same organization
Type III: Service provider delivers services to one or more service
objects in external organizations

Complementary set of client arrangement

Complementary set of client arrangement:
Type IV: client receives services from only one service provider
Type V: client receives services from more than one service
provider in the same organization as the client
Type VI: client receives services from one or more service
providers in external organizations
Type VII: any combination of types IV through VI

Service componentization
Services comprise processes that are organized into

components
Component is an organizational entity for instantiating
services
One services can comprise more than one component

Service Management lifecycle

The 5 Service Lifecycle Stages

Service Strategy
Strategy generation
Financial management
Service portfolio management
Demand management
Service Design
Capacity, Availability, Info Security Management
Service level & Supplier Management

Service Transition
Planning & Support
Release & Deployment
Asset & Config management
Change management
Knowledge Management
Service Operation
Problem & Incident management
Request fulfilment
Event & Access management

Continual Service Improvement

Service measurement & reporting
7-step improvement process

Service constraint management

Constraint: bottleneck in a process or system
Virtual workforce is a common solution to a service

bottleneck
Virtual workforce: an actual skill group supplemented by
additional personnel with matching secondary skill codes
Commonly the case in consulting organizations

Drum, buffer, rope (DBR)

The constraint is associated with the abstract notion of a

drum (the system operates at the beat of the drum)

Buffer provides the resource to the drum
Rope implies the abstract concept of a release
mechanism for the system based on the pull model

Value nets
Value net means capturing business value from the

integration of strategy, process, workforce, and

technology
Business value is created by shifting from the traditional
value chain model to the value net model in service
systems
Constraint management is applicable to the value nets

Good models & service paradigms

Economic efficiency is typically expressed as:
E = O/I

Where: E = efficiency, O = output, I = input

The form of I and O reveal 3 paradigms for services

processes:
I-push
Production is goods oriented as in the make-store-buy business model

O-pull
Reflects the service model where user demand dominates the business

process
IO-combined
The notion of service innovation by the provider in response to needs of the

client

IO-combined paradigm represents the notion of service agility

The Pull Model for Service Agility

The Pull Model introduces new platforms that help

people to acquire appropriate resources only when

needed
In push model, demand forecasting plays major role
Pull model are more tolerable to uncertain business
conditions

Characteristic of Pull Model

Pull model is a loosely coupled set of layers:
Infrastructure
Concerned with connections and provisioning of resources

Performance
Technology enabler and social network
Creativity
Aggregation of resources

The pull model represents service architecture at the

enterprise level, known as Enterprise Service

Architecture