Book Image

A Practical Guide to Service Management

By : Keith D. Sutherland, Lawrence J. "Butch" Sheets
Book Image

A Practical Guide to Service Management

By: Keith D. Sutherland, Lawrence J. "Butch" Sheets

Overview of this book

Many organizations struggle to find practical guidance that can help them to not only understand but also apply service management best practices. Packed with expert guidance and comprehensive coverage of the essential frameworks, methods, and techniques, this book will enable you to elevate your organization’s service management capability. You’ll start by exploring the fundamentals of service management and the role of a service provider. As you progress, you’ll get to grips with the different service management frameworks used by IT and enterprises. You'll use system thinking and design thinking approaches to learn to design, implement, and optimize services catering to diverse customer needs. This book will familiarize you with the essential process capabilities required for an efficient service management practice, followed by the elements key to its practical implementation, customized to the organization’s business needs in a sustainable and repeatable manner. You’ll also discover the critical success factors that will enhance your organization’s ability to successfully implement and sustain a service management practice. By the end of this handy guide, you’ll have a solid grasp of service management concepts, making this a valuable resource for on-the-job reference.
Table of Contents (28 chapters)
1
Part 1: The Importance of Service Management
6
Part 2: Essential Process Capabilities for Effective Service Management
18
Part 3: How to Apply a Pragmatic, Customized Service Management Capability
Appendix B: SLR Template

BRM purpose and objectives

In terms of a formal service management capability, the real intent of BRM is to manage the life cycle of the relationship with its business partners and, ultimately, to be considered a critical stakeholder in any business unit (BU). For example, do the other parts of the company consider the IT service provider (SP) to be a critical relationship to how they run their part of the business day to day? Life cycle, in this case, means establishing, maintaining, and improving relationships. Consider that most companies cannot conduct their business without the help of IT, making IT and the IT SP a critical aspect of business operations. Having the role and capability of BRM in place, and accepted, positions IT as a (critical) partner within the overall company.

It is generally accepted that the IT SP desires to be considered as a partner with the other parts of the business it provides services or products for. For many, though, this is much easier said than...