ITIL : The Information Technology Infrastructure Library ITIL provides a set of….

ITILITIL : The Information Technology Infrastructure Library ITIL provides a set of….

8 Copyright The Art of Service I Brisbane, Australia I Email: Web: I eLearning: I Phone: +61 (0) 7 3252 2055 Business Relationship Management Business Relationship Management is a formal approach to understanding, defining, and supporting a broad spectrum of inter-business activities related to providing and consuming knowledge and services via networks, with an emphasis on the emergence of online networks as a primary medium through which business relationships are conducted.

Business Relationship Management seeks to provide a complete and holistic model of business relationships and business relationship value over time, in order to make the various aspects of business relationships both explicit and measurable.

A mature Business Relationship Management model will ultimately support both strategic business research and development efforts and tools and techniques that implement Business Relationship Management principles.

Business Relationship Management as a discipline seeks to enable all stakeholders to develop, evaluate, and leverage high-value relationships throughout the network.

Technology is no longer a tool for the few.

With many organizations now completely dependent on their IT systems, the need for the IT department to be seen to be responding to the organization’s requirements is of critical importance.

Business Relationship Management can help in providing underpinnings to the IT function.

The role of Business Relationship Management, or the Business Relationship Manager (BRM), is an emerging role in Information Technology (IT) organizations.

The BRM is a liaison between IT and the business and should have significant knowledge in subject matters pertaining to both IT and the business.

The BRM will: • • • • Understand the business Assist in the prioritization of projects Ensure projects align with the technology that best provides maximum return on investment Direct IT strategy in support of the overall business strategy 9 Copyright The Art of Service I Brisbane, Australia I Email: Web: I eLearning: I Phone: +61 (0) 7 3252 2055 Business Relationship Management differs from Customer Relationship Management (CRM) in that the Business Relationship Manager is an advocate for the business, within the IT arena, without the external pressures to sell products or services.

In addition, the BRM will be an employee of the company that contains the business and IT organizations; whereas, Customer Relationship Managers are generally employees of a third party company with different motivations, for a different bottom line.

The position “Business Relationship Manager” was created by frustrated CIOs as a countermeasure to the ongoing problem of business and IT not understanding each other’s needs.

To solve this problem, CIOs created the Business Relationship Manager position to act as the liaison between the business and the IT department to facilitate and improve the effectiveness of communication, which, in turn, will improve the company as a whole.

The Information Technology Infrastructure Library (ITIL) provides a set of best practice processes for automating standard processes within the IT environment.

These processes can be adopted and advances within ITIL examined to see how these can further help your business.

Bridging the gap between the business and IT is a necessity! Linking BRM and IT Service Management (ITSM) creates a means of automating the matching of technical capabilities to business needs.

Current approaches for identifying where there is a gap between what the business states it needs and how the IT department believes it can help are no longer effective.

Knowing what technical capabilities are available, being able to provision these rapidly and effectively as the business defines its needs, and automating the various steps will create opportunities enabling a business to excel within its market.

IT has to become a flexible platform to support the business.

Customers own and operate configurations of assets to create value for their own customers.

The assets are a means of achieving outcomes that enable or enhance value creation. 10 Copyright The Art of Service I Brisbane, Australia I Email: Web: I eLearning: I Phone: +61 (0) 7 3252 2055 It is important for managers to gain a deep insight into the business they serve or target.

This includes identifying all the outcomes for every customer and market space that falls within the scope of the particular strategy.

For the sake of clarity, outcomes are classified and codified with reference tags that can be used in various contexts across the Service Lifecycle.

Business Relationship Managers are responsible for gaining insight into the customer’s business and having good knowledge of customer outcomes.

This is essential to developing a strong business relationship with customers.

BRMs are ‘customer focused’ and manage opportunities through a Customer Portfolio.

In many organizations BRMs are known as Account Managers, Business Representatives and Sales Managers.

Internal IT Service Providers need this role to develop and be responsive to their internal market.

They work closely with Product Mangers who take responsibility for developing and managing services across the lifecycle.

They are ‘product focused’ and perceive the environment through a Service Portfolio.

Customer outcomes that are not well supported represent opportunities for services to be offered as solutions.

Some outcomes are supported by services existing in a catalog.

Other outcomes could be supported by services in the pipeline but currently in the design and development phase.

Outcomes that are presently well supported are periodically reviewed.

New opportunities emerge when changes in the business environment cause a well-supported outcome to become poorly supported.

An outcome-based definition of services ensures that managers plan and execute all aspects of service management entirely from the perspective of what is valuable to the customer.

Such an approach ensures that services not only create value for customers but also capture value for the service provider. 11 Copyright The Art of Service I Brisbane, Australia I Email: Web: I eLearning: I Phone: +61 (0) 7 3252 2055 Segmentation Service Level Packages are effective in developing service packages for providing value to a segment of users with utility and warranty appropriate to their needs and in a cost-effective way.

SLPs are combined with Core Service Packages to build a Service Catalog with segmentation.

This avoids underserved and overserved customers and increases the economic efficiency of service agreements and contracts.

CSPs and SLPs are each made up of reusable components many of which themselves are services.

Other components include software applications, hardware licenses, 3rd party services and public infrastructure services.

Some components are assets owned by customers.

Making component services visible to customers in the Service Catalog is a matter of policy with respect to pricing and bundling of services.

Risks have to be considered for decisions on expanding the Service Catalog.

Outcome-based segmentation improves the focus and specialization for service providers in truly meeting customer needs.

Each Line of Service (LOS) within the Service Catalog has one or more service offerings and each service offering is made up of CSPs and SLPs.

This modular approach provides multiple control perspectives within the Service Lifecycle.

It is the responsibility of the Business Relationship Manager (BRM) to identify the most suitable combination of LOS and SLP for every customer outcome they are concerned with.

This component based approach greatly reduces the cost of providing services while maintaining high levels of customer satisfaction.

BRMs represent customers and work closely with Product Managers to ensure that the Service Catalog has the right mix of LOS and SLP to fulfill the needs of the Customer Portfolio. 12 Copyright The Art of Service I Brisbane, Australia I Email: Web: I eLearning: I Phone: +61 (0) 7 3252 2055 Business Relationship Management is also a process found within the ISO 20000 standard.

Whether you choose to work towards attaining this standard or not, the ‘shall’ and ‘should’ criteria provide an excellent quality framework. — IT Service Management Service Catalog <> Prepared by: <> Prepared for: <> Date: Special notes: E.g.

Does the Service Catalog have a limited life span? If so, indicate that here.

Search for any instance of << or >> as your input will be required.

Version number Owner Location Date <> <ISO Accreditation>> 73 Copyright The Art of Service I Brisbane, Australia I Email: Web: I eLearning: I Phone: +61 (0) 7 3252 2055 Executive Overview In the past, organization’s IT Services have generally grown and developed into large complex environments.

Unfortunately, this growth has not always been as structured and pre-planned as it needs to be.

This has resulted in the IT department not having a very clear picture of all the services they currently provide with no accurate profile of the actual customers for each of these services.

Therefore, it has become imperative for the IT department to establish an accurate picture of the services it provides.

This can be done through a comprehensive IT Service Catalog.

The Service Catalog must be developed in conjunction with customers, who are better able to describe what they see as “services” than an IT person.

If there is an asset register or configuration management database (a concept from the ITIL Configuration Management process) these are good sources of information. <Was it a result of a customer enquiry? Is it because Service Level Agreements are to be developed based on the Service Catalog? Is it seen as a competitive advantage?>> The Executive Overview should establish the reason for this documents existence and its benefit back to the business.

The above words are generic and can be tailored to suit your organization.

Scope It is imperative to determine the scope of the document.

What will be included in the document and why and what will not be included in the document and why.

It is also advisable to establish a common understanding of some of the terminology used throughout the document.

For example, the scope section should determine the definition of a Service. 74 Copyright The Art of Service I Brisbane, Australia I Email: Web: I eLearning: I Phone: +61 (0) 7 3252 2055 The Service Catalog will list all of the IT services currently being provided to our organization.

The Service Catalog will provide a summary of the service characteristics and details of the users and those responsible for ongoing maintenance of each service. <Any restrictions and assumptions you make in developing the document should be listed here.

Don’t think that everyone will be able to clearly understand what you see as the scope of the document.

List these sorts of things in bullet points for easier readability>> Restriction 1 Text description Restriction 2 Text description Restriction x Text description Assumption 1 Text description Assumption 2 Text description Assumption x Text description 75 Copyright The Art of Service I Brisbane, Australia I Email: Web: I eLearning: I Phone: +61 (0) 7 3252 2055 For the purpose of this document, a service will be defined as the following: One or more IT Systems that enable a business process. <> <> Service Summary Sheet In this section, list all Service and the customers that they apply to.

This section of the Service Catalog indicates the names of the services that will be expanded in later sections and the end-users of these services.

This page/s is a useful checklist to take to negotiations regarding service delivery and to determine if there are new services or others that should be renamed to more accurately reflect their purpose. <Don’t expand on the description of the services here, as that comes in the following sections>> Remember, for each service listed here, you need to duplicate the following section (section 5) that same number of times.

Customers Accounts ü ü ü ü Service SERVICE A Eg.

Accounts System Eg.

Email Eg.

Intranet Sales ü ü ü Marketing ü — ü ü In this section, provide a detailed description of the Service being provided.

This description should be easy to read and written in a non-technical manner.

Customers In this section provide a list of customers that currently use this service.

Options Option Type Gold Silver Bronze Price List In this section, you should list all charging and cost information that makes up this service. <However, pricing can have some very powerful behavioral change benefits.>> Availability Response Capacity Recovery Options Service Times 77 Copyright The Art of Service I Brisbane, Australia I Email: Web: I eLearning: I Phone: +61 (0) 7 3252 2055 Dependencies & Contributors List all other services that may depend on this particular service.

Please note that the following table can be modified by you or put onto a separate page/section and put into a landscape view for easier readability. <A dependency can be either another Service that is reliant on this service, OR it can be the fact that THIS service is reliant on another service.

In whole or in part, the different dependencies should be listed in this section>> <In this case, the accounts payable service is dependent on the customer-relationship database—it is dependent on it for billing address details).>> <In our example, the customer-relationship database would describe how it is a contributor to the accounts payable system).

It is a contributor.

The final three columns of this table allow you to cross reference to any other agreements that support the dependency or contributor relationship.

Using our customer-relationship database to accounts payable system, it may be that the customer-relationship database is supported by a specialized group of IT staff.

In such a case, we may create an Operational Level Agreement (OLA) with them so that they can understand the importance of the relationship). (Note the SLA, OLA and Underpinning Contracts are all elements of the Service Level Management ITIL process.) 78 Copyright The Art of Service I Brisbane, Australia I Email: Web: I eLearning: I Phone: +61 (0) 7 3252 2055 Dependant Service Description Impact on Service A Dependant or contributor Service Level Agreement # Operational Level Agreement # Underpinning Contracts Functional Specification Include in this section any references to additional Functional Specifications for this service.

This should be simple to read and understandable by non-IT literate people. <It may have names, addresses, payroll numbers, tax codes and other information.

It may also be used as a source of names for the local blood bank to contact for support.

With this example, it is easy to see what the primary and secondary functions of the service are.>> Technical Specification Include in this section any technical information that is pertinent to the Service.

This section may point to additional documentation. <Think of describing the technical specification of the service to a person who does not have a very good understanding of IT.

For example: Instead of WAN Server RAM MHZ You might use Computers connected together over long distances Central computer that holds information that can be accessed by many people The ability of the computer to perform many different functions at the same time The speed at which the computer should be expected to perform different tasks etc. 79 Copyright The Art of Service I Brisbane, Australia I Email: Web: I eLearning: I Phone: +61 (0) 7 3252 2055 Support Activities Include in this section any supporting activities that need to occur to maintain the service.

This would include scheduled maintenance times etc.

Perhaps the service will be unavailable at certain times of the day or days of the week.

If there are major scheduled outages for this service, then they should also be referenced in the Forward Schedule of Changes (FSC).

The FSC is a concept described under the ITIL Change Management process. <> <Can they e-mail and phone? Is there a set Service Desk or Call Centre phone number? Be cautious about putting an actual phone number in this document.

This is because if the number changes this document is out of date.

You are best of simply describing the number to call (e.g.

Call the IT Service Desk) and then rely on wall posters, other marketing, etc.

To promote what that actual number is).

Customizations or Variants Within any organization there may be scenarios where a particular service will be delivered at different levels for different customers.

For instance, in some cases there may be an extension of functionality that other customers do not require or use.

In these instances, it is best to capture all variants for all customers under the original service.

Please note that the following table can be modified by you or put onto a separate page/section and put into a landscape view for easier readability.

Remember, however, that this section can be optional.

This service has some variants from what could be considered as the baseline. 80 Copyright The Art of Service I Brisbane, Australia I Email: Web: I eLearning: I Phone: +61 (0) 7 3252 2055 Service Version Customer Description Availability Response Capacity — Copyright The Art of Service I Brisbane, Australia I Email: Web: I eLearning: I Phone: +61 (0) 7 3252 2055 SERVICE CATALOG 2 Introduction Document Purpose This document is intended to document the IT infrastructure services, service metrics and service levels to be provided by the ACME IT (ACME IT).

It is expected that this document will be changed over time to reflect new services and more accurate service levels as the ACME IT gains experience in managing the consolidated workload.

At the time of the first draft of this services catalog, the ACME Accounting Work Group is in the process of determining the means by which the ACME IT will charge for ACME IT services.

The services catalog should document the basis for ACME IT charges; however, the billing units have not yet been determined.

We have included some potential billing units for the services in this catalog, both to suggest some obvious candidates as well as to have placeholders for the actual billing units when they become available.

Document History During Phase 2 of the ACME’s Computer and Network Infrastructure Consolidation (ACME) , the Service Management Workgroup was chartered to determine the services to be offered by the ACME IT service metrics and service levels.

In order to accomplish this, the workgroup, which consisted of representatives of each of the participating agencies, surveyed their respective agencies current services.

The results of this survey were summarized and reconciled with the scope definitions produced by the ACME steering committee to produce the items found in this services catalog.

Common Considerations The delivery of all services will be subject to some common constraints.

It is anticipated that all services will be delivered in accordance with the services management framework that will be formulated by the Service Management workgroup.

All services will be performed so that agreed upon security policies and rules are maintained.

Similarly, key processes required for the delivery of these services, such as change management, will be adhered to.

In this regard, the change management process will provide for 48 hour advanced notification of scheduled down time for 106 Copyright The Art of Service I Brisbane, Australia I Email: Web: I eLearning: I Phone: +61 (0) 7 3252 2055 elements of the IT infrastructure that are managed by the ACME IT.

If additional notice is required by particular agencies, these requirements are to be documented in the service level agreement (SLA), The key processes that will be developed are defined in the charter of Service Management workgroup.

They are: • • • • • • Request Management Customer Relationship Management Configuration Management Problem Management Change Management Release Management The definition and framework for development of these processes will be the IT Infrastructure Library (ITIL).

Additional ITIL based processes were identified that were not part of the original Service Management Workgroup scope and, therefore, were not all developed as part of this effort.

The workgroup recognizes that these processes are important to the efficiency of the ACME IT.

The processes are listed below with comment on where they have been or will be addressed.

The processes are: Availability Management: The Availability Management process is to monitor IT components to ensure that IT consistently and cost-effectively delivers the level of availability required by the customer.

It is anticipated that this function will be performed by the SLM Group within ACME IT.

Incident Management: Incident Management is the process of restoring normal service operation as quickly as possible and minimizing the adverse impact on business operations.

This will ensure the best possible levels of service quality and availability are maintained. ‘Normal service operation’ is defined as service operation within Service Level Agreements (SLA) limits.

The Service Desk function and, therefore, Request Management and Customer Relationship Management are a part of this process.

It is delivered as part of the High-level process flows presented to the ACME Steering Committee.

IT Service Continuity: The IT Service Continuity Management process ensures that any IT service can provide value to the customer in the event that normal availability solutions fail. 107 Copyright The Art of Service I Brisbane, Australia I Email: Web: I eLearning: I Phone: +61 (0) 7 3252 2055 Capacity Management: Capacity Management is the process of planning, sizing, and controlling IT capacity to satisfy user demand at a reasonable cost within the performance levels agreed to in the service level agreement (SLA) or internal to IT as a operating level agreement (OLA).

This planning is being done within the Logistics Workgroup; please reference to their documents for more detail.

Financial Management: Financial Management is the process that is responsible for the sound stewardship of the monetary resources of the organization.

It supports the organization in planning and executing its business objectives and requires consistent application throughout the organization to achieve maximum efficiency and minimum conflict.

The Accounting Workgroup has the responsibility for defining this process.

Service Level Management: Service Level Management (SLM) is the process of maintaining and improving IT Service quality through a constant cycle of defining, agreeing, documenting, monitoring, and reporting the levels of customer IT service that are required and cost justified.

Processes for reporting these metrics are to be developed and documented by ACME IT and participating agencies.

These processes will be documented in the SLAs.

This process operation is the primary function being performed by the SLM Group within ACME IT.

Once ACME IT is operational and a chargeback method is implemented, it is expected that on an ongoing basis ACME IT will: • • • Review ACME IT billings to the agencies in order to identify cost saving opportunities Review vendor bills to ACME IT in order to identify cost saving opportunities Provide asset management for the physical elements of the ACME agencies’ infrastructure that are in the scope of the ACME project.

This will include ordering assets using approved State procurement procedures as well as tracking, installing and decommissioning ACME IT assets.

As a matter of principle, ACME IT services will be established and modified as needed in order to meet the critical business needs of the agencies and the State.

The establishment of ACME IT services and service levels will be guided by each agency’s critical hours of operation, essential data, and required system performance.

Service levels documented in the Service Catalog represent requirements for minimum service levels.

These levels were identified by participating ACME agencies.

It is anticipated and expected that services should be better than the minimum when possible. 108 Copyright The Art of Service I Brisbane, Australia I Email: Web: I eLearning: I Phone: +61 (0) 7 3252 2055 Services Catalog Services for Networks Network services provide the ACME IT agencies with the ability to send and receive data in a secure and reliable manner between systems, locations and personnel.

Network services include: • • • • Agency User Local Connectivity (Local Area Networks—LANs) Agency Facility Connectivity (Wide Area Network—WAN) Agency User Remote Connectivity (e.g.

Dial up and Internet Access) Agency VPN Delivery of LAN and WAN network services falls into the three categories below.

Network Operations Network Operations is responsible for the routine running of the network infrastructure required for the data communication needs of the ACME IT agencies.

This includes: • • • • • Management of physical network elements, such as circuits, firewalls, routers, switches and cabling (including configuration and maintenance tasks and replacement) Management of logical network components, such as network protocols and their configurations Management of vendor relationships, where network services are provided externally Troubleshooting communication disruptions, working with vendors and ACME IT agencies to resolve the issues Implementation and maintenance of security rules (but not the setting of security policy) Network Administration Network administration is responsible for monitoring of network performance in order to: • • • • • Provide regular reports on actual network performance against any metrics set in Service Level Agreements Investigate network faults that impact the ACME IT agencies business users Prevention of network faults Resolution of network faults Correction of traffic problems in the network environment, such as traffic congestion or 109 Copyright The Art of Service I Brisbane, Australia I Email: Web: I eLearning: I Phone: +61 (0) 7 3252 2055 — Gold Silver Bronze Default Mapping Responsibilities & Requirements Understanding ‘who does what’.

Achieving ISO/IEC 20000 requires roles and responsibilities to be clearly defined.

Clarity on ‘who does what’ avoids confusion, variations in processes that ought to be consistent, and inefficiency in delivery of the service.

This is particularly important if roles and responsibilities need to change, as they often will when a service provider is aiming for the kind of best practice model specified in ISO/ IEC 20000.

ISO/IEC 20000 recognizes that each service provider may implement and allocate roles differently.

It does not specify how roles and responsibilities should be documented; matrices, in various forms can be used for this.

Techniques Matrices can be used to supplement job descriptions and process procedure documentation, see Tables 1–6 for examples.

Responsibility matrices provide a compact, concise and easily managed method of tracking who does what in each process and between processes, which is better than a large volume of text.

The examples given in Tables 1–6 are used by real service providers and re-tuned to their needs and environments.

They are included to illustrate the use of responsibility matrices and are not generic nor are they models for another service providers to adopt.

Specific examples of responsibility matrices are also available in best practice material, such as that found in ITIL® The examples included are samples from the service level management and service reporting processes.

In the example shown, the service review is used to describe the customer’s future business plans and needs and the current operational service.

Each entry could be broken down further to lower levels of detail in a logical hierarchy, to map onto a procedure or even to clarify responsibilities at work instruction level. 141 Copyright The Art of Service I Brisbane, Australia I Email: Web: I eLearning: I Phone: +61 (0) 7 3252 2055 Matrices, such as those in Tables 2–6, will help a service provider meet the ISO/IEC 20000 requirements for competence, awareness and training.

Table1—Key to abbreviations for Tables 2–4 Abbreviation BRM Role Business Relationship Manager Description Person responsible for the relationship with the business.

Has overall responsibility for the relationship with the customer and for customer IM Incident Manager satisfaction.

Person responsible for the effectiveness of the incident OM Operational Manager management process.

Person responsible for managing delivery of a service team.

Has line management responsibility for staff delivering that SLR Service Level Reporting Team service.

People documenting service level achievement and explanation of exceptions.

What?…states what needs to be achieved When?…explains when the particular process/procedure must be followed Why?…explains why the practice exists and how it has been developed How?…explains how the practice is achieved Who?…tells which members of the team are responsible 142 Copyright The Art of Service I Brisbane, Australia I Email: Web: I eLearning: I Phone: +61 (0) 7 3252 2055 Table 2—Service Review Meetings Responsibility Service Review Meetings What Customer: hold meetings, document appropriately, monitor and own actions Internal: hold meetings, document appropriately, monitor and own actions When As appropriate but within published schedule — INDEX A AA (Affirmative Action) 30-1 action plans 129-30 Affirmative Action (AA) 30-1 Analyst staff 103 Application DBA 116, 118 Application Patch Management 83, 88, 92-3, 103-5 B BRM (Business Relationship Manager) 9-12, 56-7, 59-60, 127, 142-5 Business Relationship Management 9-10, 13, 127, 149 Business Relationship Manager see BRM C capacity planning 85, 87, 91, 110, 114, 153 change management process 106, 113, 129, 147 Change Manager 147-8 Configuration Manager 147-8 Consulting and Technology Planning 83, 90, 99, 104 core service package (CSPs) 12, 71 CRM (Customer Relationship Management) 10, 107 CRU 124-5 CSPs (core service package) 12, 71 Customer Relationship Management (CRM) 10, 107 174 Copyright The Art of Service I Brisbane, Australia I Email: Web: I eLearning: I Phone: +61 (0) 7 3252 2055 D Database Administration (DBA) 116-19 DBA see Database Administration DBMS 116-18 Departmental Technical Liaison 85, 87, 89, 92, 100-1 Desktop Support Package 83, 87, 93-4, 96, 98 Disaster Recovery Services 119, 121 E early adopters 28-9 EEO (Equal Employment Opportunity) 31 Equal Employment Opportunity (EEO) 31 F Financial Management 71, 108 Forward Schedule of Changes (FSC) 80 FSC (Forward Schedule of Changes) 80 H Help Line 85, 88, 92, 95, 97 175 Copyright The Art of Service I Brisbane, Australia I Email: Web: I eLearning: I Phone: +61 (0) 7 3252 2055 I IM 142, 144-5 Information Technology Infrastructure Library (ITIL) 10, 107, 141 Inner conflicts 21 interdependencies 38-40, 59 interpersonal conflict 21-4 IT Service Management (ITSM) 10, 73 ITIL (Information Technology Infrastructure Library) 10, 107, 141 ITSM (IT Service Management) 10, 73 L LAN 109, 124, 137, 150 Life Change Units 52 Limited Purpose Computer 91-2, 94, 104 Limited Purpose Computer Support 83, 91, 93 Line of Service see LOS LOS (Line of Service) 12, 71 M market spaces 11, 69-71, 153 Matrices 141-2, 146 metric production 131-4 MF 116-17, 124 mission statement 152, 154 176 Copyright The Art of Service I Brisbane, Australia I Email: Web: I eLearning: I Phone: +61 (0) 7 3252 2055 N Networked Printer Management 83, 90, 97-8, 103-4 Novell client licenses 94, 96, 98 O OLA (Operational Level Agreement) 63, 78-9, 108, 139 OM 142-5 Operational Level Agreement see OLA P pipeline 11, 69, 71 process owner 129, 134, 155-7, 160 project schedule 117, 119, 123 R RFCs 147, 167 Risk Log 36, 38 S segmentation 12, 164 self-esteem 18, 52 Server Administration 83-4, 86, 104 Server Management Services 83-5, 104 SERVICE CATALOG 73, 83, 106 177 Copyright The Art of Service I Brisbane, Australia I Email: Web: I eLearning: I Phone: +61 (0) 7 3252 2055 Service Cost 84-5, 90, 92, 94, 96-9, 101, 103 service delivery 64, 66, 70, 76, 128 Service Description Customer Benefits 84, 87, 91, 93, 95, 97-100, 102 service desk 80, 114, 121 service level agreements 58, 63, 74, 79, 81, 107-9, 113, 128, 143, 159-61, 164 Service Level Management (SLM) 61, 70, 78, 81, 108, 127, 139, 141 service level packages see SLPs Service Level Requirements see SLR Service Lifecycle 11-12, 69, 163, 170, 172 service management 11, 106-7, 128-9, 163 Service Mapping 76, 149-50 service metrics 66, 106, 124 Service Options 136, 138, 140 Service Owner 159-62 Service Portfolio 11, 69-70, 172 Service Portfolio Management see SPM services catalog 106, 109, 151 SLAs (Service Level Agreement) 14, 58, 63-4, 68, 72, 74, 78-9, 81, 107-9, 113, 128-30, 132, 139, 143-5, 151, 159-61 SLM see Service Level Management SLPs (service level packages) 12, 71 SLR (Service Level Requirements) 61-2, 64, 142, 144 SPM (Service Portfolio Management) 69-70 stakeholders 9, 14, 130, 163 Standard operating systems 84-5, 88, 90 stereotypes 31-2 System DBA 116-18, 124-5 178 Copyright The Art of Service I Brisbane, Australia I Email: Web: I eLearning: I Phone: +61 (0) 7 3252 2055 T team building 33, 35 technical support staff 89, 92, 102 Technology Planning 83, 90, 99, 102, 104 V Vision Statement 152-3, 155

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