ITIL Service Strategy

ITIL Service Strategy. Revision notes, overview of Service Strategy. Objectives, purpose, scope, value, risk. Service automation.

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ITIL Service Strategy by Mind Map: ITIL Service Strategy

1. what services should we offer

1.1. evaluating services

1.1.1. will the service provide value? "you can ensure services are valuable by employing the concepts of Utility and Warranty"

1.1.2. Are we capable of delivering the services? resources and capabilities these are types of assets

2. what business are we in?

3. Service Automation

3.1. Productivity Tools

3.2. Analytical Modeling

3.3. Simulation Tools

3.4. Visualization Tools


4.1. inevitable

4.2. probability of a threat

4.2.1. uncertain outcome

4.3. measure by

4.3.1. probability x vulnerability x impact

5. Service Portfolio Management

5.1. is

5.1.1. service catalog live available for deployment contains contacts escalation points price points DETAILS OF ALL OPERATIONAL SERVICES deliverable info ordering & request processes

5.1.2. pipeline proposed, but have been accepted will it provide value? are we capable of delivering? resources capability Utility what it does fit for purpose OR "is the functionality offered by a product or service to meet a particular need" Warranty how its delivered fit for use AND Customers are assured of certain levels of availability, capacity, continuity and security NOT "is an assurance that a product or service will meet its agreed requirements" assets Capability service

5.1.3. retired services capture resources resources and dispose or redeploy q how long in retired up to you

5.1.4. "commitments and investments made by a service provider across all customers and market spaces"

5.2. service

5.2.1. comprised of customer asset tv service asset satellite service

5.2.2. provider suppliers services to internal or external customers 3 types type one - internal embedded within a business unit type two - shared services business unit e.g. (IT) service packaging type three - external service provider.

5.2.3. supplier is always 3rd party

5.2.4. Patterns of business activity volumes of transactions source of demand requirements of security specific resources everytime BA performed it generates demand for services PBA "represent the dynamics of the business and include interactions with customers, suppliers, partners and other stakeholders" services often support business activities BA achieve business outcomes PBA profiles classification attributes requirements service asset requirements

5.3. entry and exit only with approved funding and financial plan.

5.4. right mix to ensure financial viability

5.5. management

5.5.1. analyse risk and return

5.5.2. maintain portfolio

5.5.3. control which services are offered

5.5.4. evaluate services

5.5.5. track investments

5.5.6. determine viability

6. Financial management

6.1. accounting

6.1.1. what it costs to offer each of our services

6.1.2. variance between budgeted cost and actual cost

6.2. budgeting

6.2.1. predicting and controlling way money is spent

6.2.2. monthly & annual cycles

6.3. charging

6.3.1. requiring payment for IT services

6.3.2. not mandatory may be seen as a cost centre

6.3.3. notional expenses

6.4. objectives

6.4.1. framework

6.4.2. evaluate fin impacts

6.4.3. protect service and customer assets SACM service asset and config mgt

6.5. scope

7. Business relationship management

7.1. understand current and future needs of customer

7.2. mge customer expectations

7.3. measured CSAT

7.4. objectives

7.4.1. CSAT

7.4.2. mediate

7.4.3. hjelp customer maximise value of their contract

7.5. scope

7.5.1. total relationship


8.1. "to define the perspective, position, plan and patterns that a serivce providers needs to be able to execute to meet an organisation's business outcomes."


9.1. define services and customers who use them

9.2. define how value is created and delivered

9.3. identify opportunities to provide services

9.4. service provision model

9.4.1. how services will be

9.4.2. delivered

9.4.3. funded and

9.4.4. for whom and why

9.5. how service assets are used to deliver services & how to optimse

9.6. means to understand organisational capability to deliver the strategy

9.7. processes that define the strategy

9.8. services that will achieve that strategy

9.9. investment etc


10.1. Define the strategy which a service provider will use to meets a customer's business outcomes

10.2. how to manage those services


11.1. activities to outcomes

11.2. what types & levels of service will deliver value

11.3. respond to changes

11.4. create & maintain service portfolio

11.5. support communication

11.6. help efficient organisation

12. value

12.1. how do we create value?

12.1.1. Business Outcomes

12.1.2. Perceptions view of you view of service you provide

12.1.3. Customer Preferences only certain kind of vendor

12.2. what is value?

12.2.1. Defined by customer

12.2.2. Affordable mix of features

12.2.3. Achievement of objectives

12.2.4. changes over time and circumstances

12.3. measure value

12.3.1. what serivces did IT provide did they link it to customer outcomes

12.3.2. what did the services achieve?

12.3.3. How much did the services cost

12.4. Creating value chain

12.4.1. is sequence of processes that create a product or service each step builds on previous true value only calc after value is realised value realised must be greater than money spent

12.4.2. means all activities must relate to value realisation otherwise money-spending org else only demo by CUTTING COSTS = vicious cycle

12.5. Economic value

12.5.1. baseline

12.5.2. positive difference additional benefits warranty utility

12.5.3. negative differnce quality issues hidden costs

12.5.4. net difference how much better or worse than reference value

12.5.5. "the total value that the customer perceives the service to deliver. It includes the reference value plus (or minus) the net difference of the service they receive, and is measured by the customer in the ability to meet their desired outcomes"