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 key capability indicators

Targets largely represent a goal to be achieved, while indicators help the audience understand how much of a target has been achieved. For instance, a performance target for a restaurant might be that all meals are served to customers within 30 minutes of placing their order (representing the goal). The indicator (also known as a KPI), computed based on the actual data (metrics), might say that 80% of the meals ordered were delivered within 30 minutes (meaning the target goal was not accomplished). From a high-level perspective, BRM has generic targets, sometimes referred to as OKRs or critical success factors (CSFs), that speak to how well the BRM capability or role is performing. These data points become validation points on whether a preferred level of maintaining BRM performance is being achieved or identifying opportunities for improvement or innovation. Whether tracking as OKRs or CSFs, there should be a direct connection to the policies and objectives...