Developing differentiated offerings

Demand Management needs to work closely with the other ITSM processes (Financial Management and Service Level Management) in ensuring the appropriate development of Services that suit identified patterns and types of demand. This may be as simple as Gold, Silver and Bronze offerings to influence the adoption and use of IT services. To clarify how Demand Management works with other ITSM processes, the following is a summary of the various actions performed:

Service Portfolio Management responsibilities – to assess, manage and prioritize investments into IT, identifying underserved, well-served and over-served demand. Manage Service Portfolio, including the definition of services in terms of business value.

Demand Management responsibilities – identify, develop and analyze PBA and user profiles. Build capabilities for predicting seasonal variations and specific events in terms of the associated demand generated. Strategically package services to reduce excess capacity needs while still meeting business requirements. Design and apply techniques where necessary to influence demand.

Financial Management responsibilities – to work with Demand Management to determine value of services (and understand the effect on value by varying levels of capacity and performance), and to develop appropriate chargeback models to be used in influencing demand.

Service Level Management responsibilities – to maintain regular communication with customers and business units, identify any potential issues, promote service catalog, negotiate and agree relevant SLAs (including the charging mechanisms used to influence demand), ensure correct alignment of Service Packages and Service Level Packages.  Generally measure the success of IT and quality of service delivered from the customer perspective, providing feedback to the other processes on issues and potential improvements.

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