Itil V3 Service Strategy 2011

Front 1

Principles of Service Strategy

Back 1

Strategy
Customers & Service
Service Providers
Defining Services
Customer Satisfaction
Service Economics
Sourcing Strategy
Inputs and Outputs

Front 2

4 P's of Service Strategy

Back 2

Perspective
Position
Plan
Patterns

Front 3

Priniciple for deciding a strategy

Back 3

- An organisation should perform its mission better than its competitors.
- Decide on an objective or end state that differntiates the value over the competitors.

Front 4

What is value capture

Back 4

When innovations are launched versus the value captured during ongoing operations

Front 5

Attributes of perspective

Back 5

- Vision and direction of the organisation
- Cements a service providers distictiveness

Front 6

Attributes of position

Back 6

- How the service provider will compete with other service providers in the market
- What attributes and capabilities set them apart from their competitors

Front 7

What are the four broad types of position

Back 7

- Variety based
- Need based
- Access based
- Demand based

Front 8

What is variety based positioning

Back 8

- Narrow range of services to a variety of customers with varied needs
-Think - 1 to many

Front 9

What is need based positioning

Back 9

- Wide range of services to a small number of customers
- Think - many to 1

Front 10

What is access based positioning

Back 10

- Highly taylored service to a specific target market
- Think - 1 to 1

Front 11

What is demand based positioning

Back 11

- variety based approach, but allows each customer to customise the components of the service.

Front 12

Attributes of plan

Back 12

- Discribes the activities required to achieve perspective and position

Front 13

Attributes of patterns

Back 13

- Repeatable actions that the service provider will need to perform to continue to meet the strategic objectives
- The way the organisation interacts with customers and suppliers
- Ensure the service provider doesn't continually react to demand in a new way every time

Front 14

What is the realtionship between the 4P's

Back 14

A service providers perspective and position will allow it to develop plans to achieve the strategic objectives

Front 15

Define a service

Back 15

A means of delivering value to the customer by faciltating their outcomes without ownership of specific costs and risks.

Front 16

What are the two types of outcomes

Back 16

Business - usually internal customers
Customer - usually external

Front 17

What are the three service types

Back 17

- Core
- Enabling
- Enhancing

Front 18

What is a reference value

Back 18

Business outcome, preference or perception

Front 19

What are the characteristics of value

Back 19

- Value is defined by the customer
- Affordable mix of features
- Achievment of objectives
- Value changes over time

Front 20

What is required to understand the value of IT

Back 20

- What service did it provide
- What did the service achieve
- How much did the service cost

Front 21

How is value defined

Back 21

- Business outcome achieved
- Customers preferences
- Customers perception

Front 22

What are the attributes of Utility

Back 22

- Performance
- Constraints

Front 23

What are the attributes of warranty

Back 23

- Secure
- Availability
- Continuous
- Capacity

Front 24

What are the attributes of an asset

Back 24

- Resource
- Capability

Front 25

What are the attributes of a resource

Back 25

- Financial Capital
- Infrastructure
- Applications
- Information

Front 26

What are the attributes of capabilities

Back 26

- knowledge
- Organisation
- Management
- Process

Front 27

What are the three types of service provider

Back 27

- Internal (type 1)
- Shared Service Unit (type 2)
- External (type 3)

Front 28

What factors might define a service provider to be kept in house (internal)

Back 28

- Activity closely linked with other assets in the business
- Seperating will increase complexity
- Performance is hard to define and measure

Front 29

What factors might define a service provider to source externally

Back 29

- Highly specialised assets that can't be utilised for anything else
- Infrequent use
- Activity is routine and not very complex

Front 30

What are the 8 steps for defining a service

Back 30

- Define the market
- Understand the customer
- Quantify the outcome
- Clasify and visualise the service
- Understand the opportunity (Market space)
- Define service based on outcomes
- Service model
- Define service units and packages

Front 31

To understand the customer what factors will they always measure

Back 31

- Performance
- Quality
- value

Front 32

Where will you be able to review the outcomes

Back 32

- Pipeline
- Service catalogue
- Service level agreement

Front 33

What is a market space

Back 33

These are the opportunities that an IT service provider can exploit to meet the business needs of the customer.

Front 34

How do you measure Service Economics

Back 34

The balance between the cost of providing the service and the value the outcome achieves

Front 35

What are the four main areas that are required for Service Economics

Back 35

- Service portfolio management
- Financial management for IT services
- Return on investment (ROI)
- Business Impact Analysis (BIA)

Front 36

What is the business case used for

Back 36

- Decision support and planning tool
- Consequences of business action
- Qualitative and quantitative dimensioning
- Financial input

Front 37

What are the two types of Capital budgeting

Back 37

- Screening - Service passes a pre-determined hurdle
- Preference - Choosing against competing alternatives

Front 38

Define sourcing strategy

Back 38

Analysing how to source and deploy the resource capabilities required to deliver outcomes to the customer, providing effective and efficient delivery of service.

Front 39

What issues should be evaluated for multi-vendor sourcing

Back 39

- Technical complexity
- Organisational interdependancies
- Integration planning
- Managed sourcing

Front 40

What are the five service strategy processes

Back 40

- Strategy management for IT services
- Service portfolio management
- Financial management for IT services
- Demand management
- Business relationship management

Front 41

What is the purpose of Strategy management for IT services

Back 41

To articulate how a service provider will enable the organisation to achieve the business outcomes.

Front 42

What are the three Strategy management activities

Back 42

- Strategic assessment
- Strategy generation
- Strategy execution

Front 43

What is the purpose of strategic assessment

Back 43

To determine the service providers current situation and what changes are likely to impact it in the foreseeable future

Front 44

What might influence internal market spaces

Back 44

- Priority and strategic value
- Investments required
- Financial objectives
- Risks involved
- Policy constraints

Front 45

What does Strategy management for IT services interface too?

Back 45

- Service portfolio management
- Financial management
- Service design
- Service transition
- Knowledge management
- Service operation
- Continual service improvement

Front 46

What is the purpose of Service portfolio management?

Back 46

To ensure that the service provider has the right mix of services to balance the investment in IT with the ability to meet the business outcomes

Front 47

What does Service portfolio management interface too?

Back 47

- Service catalogue management
- Strategy management
- Financial management
- Demand management
- Business relationship management
- Service level management
- Capacity and availability management
- IT service continuity management
- Information security management
- Supplier management process
- Change management
- Service asset and configuration management
- Service validation and testing
- Knowledge management
- Continual service improvement

Front 48

What is the purpose of Finacial Management for IT Services?

Back 48

Secure the appropriate level of funding to design, develop and deliver the services that meet the strategy of the organisation