SS

Why was there such a disconnection between the strategy and operations?

(Answer at the end of the chapter)

The Lifecycle

The architecture of the ITIL Core is based on a Service Lifecycle . Each volume of the core is represented in the Service Lifecycle (Figure 2.10). Service Design , Service Transition and Service Operation are progressive phases of the Lifecycle that represent change and transformation. Service Strategy represents policies and objective s. Continual Service Improvement represents learning and improvement.

Figure 2.10 The Service Lifecycle

Service Strategy (SS) is the axis around which the lifecycle rotates. Service Design (SD), Service Transition (ST), and Service operation (SO) implement strategy . Continual Service Improvement (CSI) helps place and prioritize improvement programme s and project s based on strategic objectives.

2.5.1 Lifecycle and systems thinking

While feedback samples output to influence future action, structure is essential for organizing unrelated information. Without structure, our service management knowledge is merely a collection of observations, practices and conflicting goals. The structure of the Service Lifecycle is an organizing framework. Process es describe how things change, whereas structure describes how they are connected. Structure determines behaviour. Altering the structure of service management can be more effective than simply controlling discrete event s (Figure 2.11). Without structure, it is difficult to learn from experience. It is difficult to use the past to educate for the future. We believe we can learn from experience but we never directly confront many of the most important consequences of our actions.

Figure 2.11 Great leverage for sustainable change lies in structure

The Service Lifecycle is a comprehensive approach to service management: seeking to understand its structure, the interconnections between all its component s, and how changes in any area will affect the whole system and its constituent parts over time (Figure 2.12). It is an organizing framework designed for sustainable performance .

Figure 2.12 Today’s problem is often created by yesterday’s solution13

A systems approach to service management ensures learning and improvement through a big-picture view of services and service management. It extends the management horizon and provides a sustainable long-term approach (Figure 2.13).

Figure 2.13 Performance over time for differing service management structures

2.6 Functions and processes across the Lifecycle

2.6.1 Functions

Function s are units of organizations specialized to perform certain types of work and be responsible for specific outcomes. They are self-contained with capabilities and resource s necessary for their performance and outcomes. Capabilities include work methods internal to the functions. Functions have their own body of knowledge, which accumulates from experience. They provide structure and stability to organizations.

Functions are a way of structuring organizations to implement the specialization principle. Functions typically define role s and the associated authority and responsibility for a specific performance and outcomes. Coordination between functions through shared processes is a common pattern in organization design . Functions tend to optimize their work methods locally to focus on assigned outcomes. Poor coordination between functions combined with an inward focus lead to functional silos that hinder alignment and feedback critical to the success of the organization as a whole. Process model s help avoid this problem with functional hierarchies by improving cross-functional coordination and control . Well-defined processes can improve productivity within and across functions.

2.6.2 Processes

Process es that provide transformation towards a goal, and utilize feedback for self-reinforcing and self-corrective action, function as closed-loop system s (Figure 2.14). It is important to consider the entire process or how one process fits into another.

Figure 2.14 A basic process

Process definitions describe actions, dependencies and sequence. Processes have the following characteristics:

 Processes are measurable – we are able to measure the process in a relevant manner. It is performance driven. Managers want to measure cost , quality and other variables while practitioners are concerned with duration and productivity.

 They have specific results – the reason a process exists is to deliver a specific result. This result must be individually identifiable and countable. While we can count changes, it is impossible to count how many Service Desks were completed. So change is a process and Service Desk is not: it is a function .

 Processes have customers – every process delivers its primary results to a customer or stakeholder . They may be internal or external to the organization but the process must meet their expectations.

 They respond to specific event s – while a process may be ongoing or iterative, it should be traceable to a specific trigger.

Function s are often mistaken for processes. For example, there are misconceptions about Capacity Management being a service management process. First, Capacity Management is an organizational capability with specialized processes and work methods. Whether or not it is a function or a process depends entirely on organization design. It is a mistake to assume that Capacity Management can only be a process. It is possible to measure and control capacity and to determine whether it is adequate for a given purpose. Assuming that it is always a process with discrete countable outcomes can be an error .

2.6.3 Specialization and coordination across the lifecycle

Specialization and coordination are necessary in the lifecycle approach. Feedback and control between the functions and processes within and across the elements of the lifecycle make this possible (Figure 2.15). The dominant pattern in the lifecycle is the sequential progress starting from SS through SD-ST-SO and back to SS through CSI. That, however, is not the only pattern of action. Every element of the lifecycle provides points for feedback and control.