ITILV3服务策略培训

1、ITIL V3 SERVICE STRATEGY.Contents The main goals and objectivesConcepts and PrinciplesUtility and WarrantyResource and CapabilityService PortfolioService CatalogueProcessesFinancial ManagementDemand managementTechnologyService AutomationSWOT.EMS business strategyFlowerTransportCEO Mr Liu Business St

2、rategy MeetingIT Service Manager MISS LeeIdentifying a New or Changed ServiceResearch your customer and market spaceIdentify opportunitiesEnsure you can handle the costs and risks of the services you offer.Customer We need to transport for non-standard serviceCustomerI need to flower serviceTheMajor

3、ityof usersEMSBusinessEMSITWhat IT Service Support the New Business Services?.Business Service:Non-Standard FlowersHandlingIT Service:Enhanced TrackingSoftwareIT Service:Enhanced BillingSoftwareEvaluating the ServicesBefore agreeing to offer these services,Miss lee must make certain they are valuabl

4、e and can be delivered by her organization .Goal and Objectives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平安的戰略性的服務資產和服務管理才干的投資如何分配現有資源發揮最正确效果全面的服務組合服務性能如何衡量.Evaluating ServicesWill the serviceProvide value? Are we capable of delivering the

5、 Service？Utility and WarrantyResource and Capabilities.Utility(成效)“What the Customer getsWarranty(保証)“How is it delivered+=Value CreationPerformance supported?Constraints removed?ORANDT/FT/FValue-created？Available enough?Capacity enough?Continuous enough?Secure enough?ANDT/FFit for purpose?Fit for u

6、se?.Applying Utility and WarrantyIT provides EMS with enhanced tracking software-The tracking database is:Always availableEasy to accessDifficult to Query and requires agents to click through multiple screens for the desired informationThis is an example for:Low utility and high warranty.Resource &

7、CapabilityThe ability of an organization、person、process 、application 、configuration item or IT service to carry out an activity.CapabilityA generic term that includes IT infrastructure、people、money or anything else that might help to deliver an IT serviceResourceIT has determined the enhanced softwa

8、re tracking service requires printers that will create bar codes for follower.Service StrategyIdentify an opportunityIdentify IT Services toSupport the BusinessStrategyEvaluate the ServicesDo these services provide value?-Utility and WarrantyCan we deliver the service?-Resource and CapabilitiesEnsur

9、e you can handle the costs and risks associated with delivering the service through service strategy processRequirementsDefinedAnalyzedApprovedService portfolio.Financial ManagementAccounting 核算Budgeting 預算Charging 計費ABC.Demand ManagementDemand Management需了解企業的战略及需求，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

10、行必要的資源調度及援助，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，构成一個cycle，力求一個demand與resource的完美balance平衡。.Demand ManagementA workload profile of one or more business activities.PBA are used to help the IT service provider understand and plan for different levels of business activity.A pattern of user Demand f

11、or IT services. Each User profile includes one or more Patterns of Business ActivitiesA defined level of Utility and Warranty for a particular Service Package.Each SLP is designed to meet the needs of a particular pattern of business activityPatterns of BusinessActivities(商業活動方式)User Profile运用者檔案Ser

12、vice Level Package服務級別包.PBAPBA定義出一切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。由商業方式活動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，根本上高頻率活動的胜利與否對企業有顯著且立刻的深度影響，另外也可得知活動的獲益、營收及本钱，清楚地定義出各活動的優先順序。.UPUP定義出企業組織內一切流程、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运用。運用UP與PBA的比較分析，有助於需求的了

13、解及管理。.Service Portfolio Managementprogram、ProjectRequirementsDefinedAnalyzedApprovedCharteredDesignedDevelopedBuiltTestedReleasedOperationalRetired.Service Portfolio Management.BusinessProcess 1BusinessProcess 2BusinessProcess 3Business Service CatalogService AService BService CService DTechnical Se

14、rvice CatalogHardwareSoftwareNetworkSupportServicesAppsTwo aspects of the Service Catalog: The Business Service Catalog contains details of all IT Services delivered to the customer and represent the customer view.The Technical Service Catalog contains details of all IT Services delivered to the cus

15、tomer, together with relationships to the supporting services and components necessary to support the provisioning of the service.The Service Catalog will provide a single point of entry for requesting shared services available to you Service Catalog: Business vs. Technical.Service Automation 未來的發展.

16、 內部 因素外部因素優勢 SS.1 作為IT部門，擁有用戶的信任S.2 良好的骨幹網和基礎設施S.3 穩定的環境和成長空間S.4 具有眾多的人力資源S.5具有創造IT服務管理的可能性劣勢WW.1資源的貧乏W.2 各組專業人才儲備不足W.3缺乏人員、流程、技術元件整合的管理工具W.4客戶滿意度難以提升W.5服務流程不夠完善機會OO.1 YYII日益壯大和新工廠的設立，進一步提升我們的服務空間0.2隨著電子信息技術的普及，對IT服務需求增加0.3 網絡及IT技術的發展O.4策略層的支持S+O 戰略選擇1.以IT服務為基礎，積極主動進入工廠，主動發現和處理問題2. 加強服務意識，加強部門品牌建設，不

17、斷提高競爭力3.開發靈活運用關鍵技術的多樣化的IT服務W+O 戰略選擇1.構成IT服務評估專門組織2. 服務交付和服務支持實現一體化實時追蹤及控制3.差異化服務4.制定服務目錄威脅TT.1 受到金融危機影響，工廠要求提供低成本，高質量的產品服務T.2 客戶的丟失T.3 設備的老化及成本的增加S+T 戰略選擇1. 提升客戶使用IT技術後的收益率2. 利用規範化、標準化管理能力，不斷提高自身的管理水準和服務品質3.為確保企業客戶，樹立積極的應對戰略W+T 戰略選擇1. 根據服務的特性，對事件和問題分別歸檔2. 對已知錯誤歸檔形成知識，減少故障的發生SWOT:通過SWOT分析，可以幫助企業把資源和行動聚集在本人的強項和有最多機會的地方.平衡計分卡(The Balanced ScoreCard)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，為吸引和留住目標市場上的客戶，滿足股東對財務回報的要求，管理者需關注對客戶滿意度和實現組織財務目標影響最大的那些內部過程，並為此設立衡量指標。.根本框架.实