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ITIL

Information Technology Infratructure Library

SERVICE STRATEGY
Li’ulliyah
Content
01 OVERVIEW

02 THE SERVICE PORTFOLIO

03 PROCESSES OF SERVICE STRATEGY

04 ROLE

05 SUMMARY
OVERVIEW
STRATEGY

Planning (high level) or long term to achieve something, or a plan that gives direction to
how an organization achieves its objectives.

Specifically defines how a service provider will use services to achieve the business
outcomes of its customers,
thereby enabling the service provider (whether internal or external) to meet its
objectives.
Stages in the life cycle of IT services is to formulate 4P :
SERVICE
STRATEGY
PERSPECTIVE
Vision and mission of IT services, tuning, targets

OBJECTIVES POSITION

& SCOPE
Differentiation, target market

PLANS
Plans for long-term IT services

PATTERNS
Service patterns
SERVICE STRATEGY

BENEFIT
FOR ORGANIZATIONS OR COMPANIES

• Making IT as a strategic asset

• Make IT departments think and act systematically and strategically so that IT services can be provided
efficiently and effectively.

• Helps ensure the relationship between the activity of the IT service provider activities and the important
outcomes that customers expect
SERVICE STRATEGY

BENEFIT
FOR ORGANIZATIONS OR COMPANIES #2

• Helping service providers have a clear understanding of the types and levels of
services that will be able to satisfy customers.

• Allows IT service providers to respond to changes in the business environment quickly


and effectively.
SERVICE PORTFOLIO
The complete set of services that is managed by a service provider and it
represents the service provider’s commitments and investments across all
customers and market spaces.

SERVICE
PORTFOLIO Stored and managed in a database called Service Knowledge Management Systems
(SKMS)

Represents all the resources presently engaged or being released in various stages
of the service lifecycle.
SERVICE PORTFOLIO

3 PARTS
1 SERVICE PIPELINE 3 RETIRED SERVICE
Under consideration or development, but are not yet available All services that have been phased out or retired. Retired
to customers. Provides a business view of possible future services are not available to new customers or contracts
services unless a special business case is made.

2 SERVICE CATALOGUE
All live IT services, the only part of the service portfolio
published to customers, and is used to support the sale and
delivery of IT services
PROCESS OF SERVICE STRATEGY
1
Defining and maintaining an organization’s perspective,
position, plans and patterns with regard to its services
and the management of those services.
PROCESS
STRATEGIC ASSESSMENT

ANALYSE INTERNAL FACTORS


The starting point is to identify the service provider’s strengths and weaknesses through an
internal analysis.

PROCESS
ANALYSE THE EXTERNAL ENVIRONMENT
The external analysis focuses on opportunities and threats, and especially how they will develop
in the future.
STRATEGIC ASSESSMENT

DEFINE MARKET SPACES


Identifies opportunities with current and prospective customers.

PROCESS IDENTIFY STRATEGIC INDUSTRY FACTORS


Influenced by customer needs, business trends, competition, regulatory environment, suppliers,
standards, industry best practices and technologies.

ESTABLISH OBJECTIVES
STRATEGIC GENERATION

DETERMINE PERSPECTIVE
Defines its overall direction, values, beliefs and purpose; and, at a high level, how it
intends to achieve these

FORM A POSITION
Defines how the service provider will be differentiated from other service
providers in the industry
STRATEGIC GENERATION

CRAFT A PLAN
Identifies how the organization will achieve its objectives, vision and
position

ADOPT PATTERNS OF ACTION


OTHER SERVICE MANAGEMENT PROCESSES
Enable the service provider to achieve alignment between the services and the desired
STRATEGY
outcomes on an ongoing basis. EXECUTION

ALIGN ASSETS WITH CUSTOMER OUTCOMES


The service provider needs to ensure that its service assets are coordinated,
controlled and deployed so that they can provide the appropriate levels of service at
the agreed levels

OPTIMIZE CRITICAL SUCCESS FACTORS

PRIORITIZE INVESTMENTS
2
Process that is responsible for defining which services
will be entered into the service portfolio and how those
services are tracked and progressed through their
lifecycle.

Acts as a gatekeeper for the service provider, ensuring


that they only provide services that contribute to
strategic objectives and meet the agreed business
outcomes.
Scope of service portfolio management is all services a service provider
SERVICE PORTFOLIO
MANAGEMENT plans to deliver, those currently delivered and those that have been
withdrawn from service.

SCOPE &
PURPOSE
Purpose of service portfolio management is to ensure that the service
provider has the right mix of services to balance the investment in IT with the
ability to meet business outcomes.
4 MAIN
PHASES OF
ACTIVITY
1 DEFINE
Focuses on documenting and understanding existing services and new services. Each service must have a documented business case.
1 DEFINE
2 ANALYZE
4 MAIN
Will indicate whether the service is able to optimize value, and how
PHASES OF
supply and demand can be prioritized and balanced
ACTIVITY
3 APPROVE
Every service needs to be approved and the level of investment
authorized to ensure sufficient resources to deliver the
4 MAIN anticipated levels of service
PHASES OF
ACTIVITY
4 CHARTER
Document authorizing the project and stating its scope, terms
and references.
3
One of the processes of the Service Strategy level that
serves to ensure IT service providers provide IT services
that are truly capable of being paid.

Responsible for managing an IT service provider’s budgeting,


accounting and charging requirements.

Also the process that is used to quantify the value that IT services
contribute to the business
1 BUDGETING
Predicting and controlling the income and expenditure of money within
the organization.
3 MAIN
Consists of a periodic negotiation cycle to set budgets (usually annual) PROCESS
and the monthly monitoring of the current budgets.

2 ACCOUNTING
Enables the IT organization to account fully for the way its money is
spent (particularly the ability to identify costs by customer, by service
and by activity)
3 CHARGING 3 MAIN
Required to bill customers for the services supplied to them. This PROCESS
requires sound IT accounting practices and systems.
4
Helps a business understand and predict customer
demand for services. According to ITIL, the purpose of
demand management is to understand, anticipate, and
influence customer demand for services
5 ACTIVITIES
DEMAND MANAGEMENT

1 IDENTIFY DOCUMENT SOURCE 3 ACTIVITY-BASED DEMAND


Business plan, marketing plan, production plan, sales prediction, etc. MANAGEMENT

To identify IT system capacity needs based on analysis


of business activities supported by IT services.
2 USER PROFILES
To identify groups of service users and patterns of business activities
(PBA) of each user group
5 ACTIVITIES
DEMAND MANAGEMENT

4 CREATE IT SERVICE PACKAGES 5 MANAGEMENT OF OPERATIONAL

Then, from the information obtained, service providers can determine


DEMAND
new IT service packages in Services Portfolio that are appropriate to To formulate and implement certain tactics to influence
customer needs. customer demand so that the limited capacity of our IT
services always meets user demands
5
Process that enables BRMs to provide links between the
service provider and customers at the strategic and
tactical levels

The purpose is to ensure that the service provider understands the


business requirements of the customer and is able to provide
services that meet these needs
• Establish and maintain a business relationship between the service
BUSINESS RELATIONSHIP
MANAGEMENT provider and the customer based on understanding the customer and
their business needs.

PURPOSE • Identify customer needs and ensure that the service provider is able to
meet these needs as business needs change over time and between
circumstances.
ROLE
In any organization, quality service delivery depends
on people and the roles they play.

The value of creating roles and responsibilities is


especially important in IT organizations.
ROLE BUSINESS RELATIONSHIP MANAGER DEMAND MANAGER

Maintaining a positive relationship with customers, Responsible for understanding, anticipating and
identifying customer needs and ensuring that the influencing customer demand for services.
service provider is able to meet these needs with an
appropriate catalogue of services.
FINANCIAL MANAGER

ROLE Responsible for managing an IT service provider's budgeting, accounting and charging requirements.

IT STEERING GROUP (ISG)

Sets the direction and strategy for IT Services, includes members of senior management from
business and IT.

Also sets priorities of service development programs or projects.


SERVICE PORTFOLIO MANAGER SERVICE STRATEGY MANAGER
ROLE Decides on a strategy to serve customers in Supports the IT Steering Group in producing and
cooperation with the IT Steering Group, and maintaining the service provider's strategy.
develops the service provider's offerings and
capabilities. Also responsible for communicating and
implementing the service strategy.
SUMMARY
The purpose of Service Strategy is to provide a strategy for the service lifecycle.
The objective of Service Strategy is, therefore, to provide a definition of strategy
and governance control.

The utility and warranty of this component are designed to ensure that the service
is fit for purpose and fit for use, respectively. Ensuring this is important as these
two components are what add value in the delivery of services to customers. The
main result of this process is Service portfolio.
References

ITIL Service Strategy Best Management Practice.2011.ITIL Official Publisher


Susanto, Tony. 2017.Sukses Mengelola Layanan Teknologi Informasi & Kiat
Lulus Ujian Sertifikasi ITIL Foundation. AISINDO
Thank You