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)
Part 1: The Importance of Service Management
Part 2: Essential Process Capabilities for Effective Service Management
Part 3: How to Apply a Pragmatic, Customized Service Management Capability
Appendix B: SLR Template

BRM roles and responsibilities

At the beginning of this chapter, in the BRM policies section, we stated that accountability without authority does not work. Now that the high-level activities of BRM have been spoken to, the natural follow-on is to understand which roles are involved in the performance of those activities. Remember that the BRM role is intended to have a high level of authority, actually having the ability to say yes or no to a business partner, while representing the IT SP. Also, remember that BRM is a capability and BRM is a role, where there would be the overarching capability in governing how BRM is approached at the organization, and then within that, having multiple resources in the role of a BRM. It makes sense to mention the concept of RACI here, as it is a tool that is designed to break out who is Responsible for an activity, versus Accountable for an activity, versus who is Consulted in an activity, and, lastly, who is Informed on an activity. Though not providing...