SS

ITIL Version 3

Service Strategy

The ITIL Core consists of five publications. Each provides the guidance necessary for an integrated approach, as required by the ISO/IEC 20000 standard specification :

 Service Strategy

 Service Design

 Service Transition

 Service Operation

 Continual Service Improvement .

I N D I C E

Foreword 4

OGC’s foreword 4

Preface 6

Contact information 7

Acknowledgements 7

Chief Architect and authors 7

ITIL authoring team 7

Mentors 7

Further contributions 7

The ITIL Advisory Group 7

Reviewers 7

1 Introduction 9

1.1 Overview 9

1.2 Context 10

1.2.1 Information technology and services 10

1.2.2 Good practice in the public domain 10

1.2.3 ITIL and good practice in service management 11

1.2.3.1 Service Strategy 12

1.2.3.2 Service Design 12

1.2.3.3 Service Transition 12

1.2.3.4 Service Operation 12

1.2.3.5 Continual Service Improvement 12

1.3 Purpose 13

1.4 Expected use 14

1.4.1 Some warnings 14

2 Service management as a practice 15

2.1 What is service management? 15

2.2 What are services? 16

2.2.1 The value proposition 16

2.2.2 Value composition 16

2.3 The business process 17

2.4 Principles of service management 17

2.4.1 Specialization and coordination 17

2.4.2 The agency principle 17

2.4.3 Encapsulation 17

2.4.3.1 Separation of concerns 17

2.4.3.2 Modularity 17

2.4.3.3 Loose coupling 18

2.4.4 Principles of systems 18

2.4.4.1 Open-loop and closed-loop control processes 18

2.4.4.2 Feedback and learning 18

2.5 The Service Lifecycle 18

The Lifecycle 18

2.5.1 Lifecycle and systems thinking 18

2.6 Functions and processes across the Lifecycle 20

2.6.1 Functions 20

2.6.2 Processes 20

2.6.3 Specialization and coordination across the lifecycle 20

3.1 Value creation 21

3.1.1 Mind the gap 21

3.1.2 Marketing mindset 21

3.1.3 Framing the value of services 21

3.1.4 Communicating utility 22

3.1.4.1 In terms of outcomes supported 22

3.1.4.2 In terms of ownership costs and risks avoided 22

3.1.5 Communicating warranty 22

3.1.5.1 Availability 22

3.1.5.2 Capacity 22

3.1.5.3 Continuity 22

3.1.5.4 Security 22

3.1.6 Combined effect of utility and warranty 23

3.2 Service assets 24

3.2.1 Resources and capabilities 24

3.2.2 Business units and service units 24

3.2.2.1 The business unit 24

3.2.2.2 The service unit 24

3.3 Service provider types 26

3.3.1 Type I (internal service provider) 26

3.3.2 Type II (shared services unit) 26

3.3.3 Type III (external service provider) 26

3.3.4 How do customers choose between types? 27

3.3.5 The relative advantage of incumbency 27

3.4 Service structures 28

3.4.1 From value chains to value networks 28

3.4.2 Service systems 29

3.5 Service strategy fundamentals 30

3.5.1 Fundamental aspects of strategy 30

3.5.1.1 Government and non-profit organizations 31

3.5.2 The Four Ps of strategy 31

3.5.3 Strategy as a perspective 32

3.5.4 Strategy as a position 32

3.5.4.1 Variety-based positioning 32

3.5.4.2 Needs-based positioning 32

3.5.4.3 Access-based positioning 32

3.5.5 Strategy as a plan 33

3.5.6 Strategy as a pattern 33

4 Service strategy 35

4.1 Define the market 35

4.1.1 Services and strategy 35

4.1.2 Understand the customer 35

4.1.3 Understand the opportunities 35

4.1.4 Classify and visualize 37

4.2 Develop the offerings 39

4.2.1 Market space 39

4.2.2 Outcome-based definition of services 39

4.2.3 Service Portfolio, Pipeline and Catalogue 40

4.2.3.1 Service Catalogue 40

4.2.3.2 Service Pipeline 41

4.2.3.3 Retired services 41

4.2.3.4 The role of Service Transition 41

4.3 Develop strategic assets 42

4.3.1 Service management as a closed-loop control system 42

4.3.2 Service management as a strategic asset 43

4.3.2.1 Increasing the service potential 43

4.3.2.2 Increasing performance potential 44

4.3.2.3 Demand, capacity and cost 44

4.4 Prepare for execution 44

4.4.1 Strategic assessment 45

4.4.2 Setting objectives 45

4.4.3 Aligning service assets with customer outcomes 46

4.4.4 Defining critical success factors 46

4.4.5 Critical success factors and competitive analysis 47

4.4.6 Prioritizing investments 47

4.4.7 Exploring business potential 47

4.4.8 Alignment with customer needs 48

4.4.9 Expansion and growth 48

4.4.10 Differentiation in market spaces 49

5 Service economics 50

5.1 Financial Management 50

5.1.1 Enterprise value and benefits of Financial Management 50

5.1.2 Concepts, inputs and outputs 50

5.1.2.1 Service Valuation 50

5.1.2.2 Demand modelling 51

5.1.2.3 Service Portfolio Management 51

5.1.2.4 Service provisioning optimization 51

5.1.2.5 Planning confidence 51

5.1.2.6 Service investment analysis 52

5.1.2.7 Accounting 52

5.1.2.8 Compliance 52

5.1.2.9 Variable Cost Dynamics 52

5.1.3 Methods, models, activities and techniques 53

5.1.3.1 Service valuation 53

5.1.3.2 Service provisioning models and analysis 53

5.1.3.3 Funding model alternatives 54

5.1.3.4 Business Impact Analysis (BIA) 54

5.1.4 Key decisions for Financial Management 55

5.1.4.1 Cost recovery, value centre or accounting centre? 55

5.1.4.2 Chargeback: to charge or not to charge 55

5.1.4.3 Financial Management implementation checklist 55

Track 1 – Plan 55

Track 2 – Analyse 56

Track 3 – Design 56

Track 4 – Implement 56

Track 5 – Measure 56

5.2 Return on Investment 58

5.2.1 Business case 59

5.2.1.1 Business objectives 59

5.2.1.2 Business impact 60

5.2.2 Pre-programme ROI 60

5.2.2.1 Screening decisions (NPV) 60

5.2.2.2 Preference decisions (IRR) 62

5.2.3 Post-programme ROI 63

5.2.3.1 Programme objectives 63

5.2.3.2 Data collection 63

5.2.3.3 Isolate the effects of the programme 63

5.2.3.4 Data to monetary conversion 63

5.2.3.5 Determine programme costs 63

5.2.3.6 Calculate ROI 64

5.2.3.7 Identify qualitative benefits 64

5.3 Service Portfolio Management 65

5.3.1 Business service and IT Service 65

5.3.1.1 IT Service Management 65

5.3.1.2 Business Service Management 65

5.4 Service Portfolio Management methods 67

5.4.1 Define 67

5.4.1.1 The Option Space Tool 67

5.4.2 Analyse 67

5.4.2.1 Selecting options 68

5.4.3 Approve 69

5.4.4 Charter 69

5.4.4.1 Refreshing the portfolio 69

5.5 Demand Management 70

5.5.1 Challenges in managing demand for services 70

5.5.2 Activity-based Demand Management 70

5.5.3 Business activity patterns and user profiles 70

5.5.4 Service packages 76

5.5.4.1 Core services and supporting services 76

5.5.4.2 Developing differentiated offerings 76

5.5.4.3 Service level packages 76

5.5.4.4 Advantage of core service packages 76

5.5.4.5 Segmentation 77

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