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Managing the IT Services Process
Cover
Contents
Computer Weekly Professional Series
About the author
About this book
Preface
List of figures
List of case studies
1 Introduction
1.1 Why this book: causal factors
1.2 Purpose and scope
1.3 Special disclaimer
1.4 Electronic version
2 Identifying IT services
2.1 The service culture
IT services as a technology group
IT services as a business
The consequence of competition
2.2 Who is responsible?
2.3 A structural basis
2.4 The IT delivery process
Market understanding
Affordability
Demand assessment
Services design
Staffing
Service publishing
Point of service availability
Operational procedures/service delivery
Measurement
2.5 The difference between a service and a process
2.6 Principles of service identification and design
2.7 Going into detail – types of services
3 The services
3.1 The specifics of individual service design
3.2 The service list
3.3 Applying service levels
3.4 Wasted service levels
3.5 Differentiated service levels
3.6 Why we must formalize service levels
3.7 Client categorization
3.8 Service level examples
4 The processes
4.1 Designing processes
Extended service process identification method
Abridged service process identification method
4.2 Process/procedure design – management or staff responsibility?
4.3 Interfaces
Common (GND)
Data terminal ready/data set ready (DTR/DSR)
Transmit (TXD)
Receive/acknowledge (RXD/ACK)
Receive/non-acknowledge (RX/NAK)
4.4 Processes in practice
4.5 The change management process
Standard change
Non-standard change
4.6 Some IT services procedures
4.7 Procedures in the non-standard change process
5 IT services organization
5.1 Relating to the business
5.2 A dichotomy of structure
5.3 Towards a basic IT structure
5.4 IT structure – the present–future split
5.5 The ITSC – The core of IT management
5.6 Functions in the IT department
5.7 IT development
5.8 IT administration
5.9 IT services
5.10 IT services geography
Central IT functions
Regional IT functions
Local IT functions
6 Staffing
6.1 We'll always need people
6.2 Management causation of staff requirements
6.3 The right people
6.4 Hierarchy
6.5 Career path
6.6 Performance and motivation
6.7 Managing skillsets
6.8 How many people?
6.9 Mixing responsibilities
6.10 The extended day
6.11 Managing small-scale projects
7 Client relationships
7.1 Who is the IT services client?
The implications of 'customerhood'
Who consumes what
7.2 Corporate responsibility
7.3 User competence
7.4 The user as a corporate asset
7.5 The question of affordability
7.6 The decline of customer service
7.7 Client roles in the service process
7.8 Formal user roles
The 'key user'
IT co-ordinator
Client-side manager
7.9 The service level agreement
8 Managing service delivery
8.1 The service level agreement (revisited)
8.2 The service catalogue
8.3 Financing IT services
'Market approach'
'Micro-economy approach'
8.4 Cost justification
9. Measuring IT services
9.1 Tactical view of measurement
9.2 Strategic view of measurement
9.3 The 'big four' statistics
9.4 Quantifying the unquantifiable
10 Reporting
10.1 Data for data's sake?
10.2 Data-centric and decision-centric reporting
10.3 Snapshot reporting
10.4 Reporting in isolation
10.5 Reporting as a customer interaction
SLA reviews
Reporting as a service
Reporting as public relations
10.6 Operational reporting
11 Tools
11.1 Outline of IT services tools
11.2 Why no purpose-built IT services tools?
11.3 The 'point of commonality'
11.4 One concept to link all IT services operations
11.5 Projects and tasks
11.6 Match the tool to the process
12 Conclusions
12.1 Greenfield site?
12.2 Subsuming the helpdesk
12.3 Taking mature IT services back to basics
12.4 Power and authority to act
12.5 IT industry events encourage service change
12.6 Last words
Index
Team DDU
Nội dung
[...]... a new maturity Here in the UK, the once-defunct helpdesk show in London was reborn and took the theme of ‘all roads lead to the helpdesk’ This was an industry-wide recognition of the view of the helpdesk as the point of access for all ITservices within the corporation The service culture, once the premise of the helpdesk alone, had spread across the whole of IT Many companies had seen it coming I... that the computer press was carrying ever fewer want ads for the position of ‘helpdesk manager’ In effect, the job was being downgraded to a supervisory position In its place, the new rank of ITservices manager’ appeared The service culture, invented by the helpdesk, was now being institutionally inculcated into other processes and functions, such as procurement, 1 ManagingtheITServices Process. .. you had the time – namely to document the whole of theprocess and its functions in one place Use it to contrast with your own structure and services – see if you got the same results I did The scope of this book is limited to services provided by IT – namely theIT operations and provisions that keep the company going – as opposed to development, which plans and implements the company’s future IT This... parameters surrounding it and associated limitations of authority of the service operative, all of these have to be as well-defined as the product itself In other words, the ‘customer service’ element must be a defined and inextricable part of the process of delivery itself So just like the product, just like the process, it has to be designed, not just left to the staff in the vain hope that their ‘niceness’... decrease in the financial status of theITservices department will equate to a service or a service level The position we need to be in is not that the business decides to spend less on IT services, but the 13 ManagingtheITServicesProcess and em nd th i Growth w Gro fing wth Gro Figure 2.2 Reactive recruiting es urc taf in s so d re an Time business decides which servicesit can do without or what... commercial enterprises and some of them feel, as I do, that ITIL is a mechanism, not a mindset ITIL tells theIT department what to do – but it cannot, nor should it, tell the manager how to do it So we have: G G G the spread of service mentality across ITthe integration of ITservices under one management structure the professionalization of that process 1.2 Purpose and scope The chances are that as a reader... bells ringing for me They often suggest that the service ethos exists only in the smiles of the front-line staff and not in the production process 10 Identifying ITservices 2.2 Who is responsible? So we end up with the following steps: G G G G G G G Acknowledge the fact that for whatever ITservices provides, competitors exist This competition gives the user what he perceives either as a potential... position to make declarations others may fear to make Somebody who can back up those declarations with both the political clout to deal with peer detractors and the authority to implement policies and designs to turn vision into reality In other words, the most senior person in theITservices department The one who must be the most dispassionate and clearest of thought is also the one who must, for the. .. services 2 2.1 The service culture ITservices as a technology group On the face of it, theIT department is a section of the corporation serving the information and communication needs of the business Its primary focus is technology, its people are largely engineers This is one way of looking at IT But it is one-sided and divisive It is the view from outside IT Technology? Engineers? These are simplistic... its entirety, and they allow for the organization to tailor the implementation to suit policies and culture This means that there may be as many interpretations of ITIL as there are companies adopting it, and this is of course the antithesis of a standard ITIL is scant in how it deals with customer relationships, which should in my view be at the heart of any services- based function It is also indecisive . class="bi x0 y0 w0 h1" alt=""
Managing the IT Services Process
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Managing the IT Services
Process
Noel Bruton
AMSTERDAM. 88
5.4 IT structure – the present–future split 91
5.5 The ITSC – The core of IT management 95
Contents
vi
5.6 Functions in the IT department 96
5.7 IT development