A Manager's Guide to IT Service Management by Jenny Dugmore

By Jenny Dugmore

* This booklet is meant to fulfill the necessity for a commonly used, generally dependent booklet on provider administration. * The managers' advisor offers a simple advent on how provider administration most sensible practices and criteria can assist a merchant to convey providers that upload worth for patrons on the correct fee and threat. * It describes provider administration strategies and the wider carrier administration panorama. * the purpose of this sixth variation is to considerably re-focus the fifth variation to provide a broader dependent photograph of an important provider administration most sensible practices, how they relate and the way they could (or can't) be used jointly.

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This is the case whatever the size or nature of the organization. A process can have a variety of names, depending on the service provider’s circumstances. g. the name given to a process that was implemented badly can have negative connotations. A single process name can be given to two processes that are very closely integrated, such as service level management and business relationship management. The differences between a process and a functional group or organizational structure are common for a process such as change management.

Mixed responsibilities also reduce dependence on key individuals. In order to create teams of staff with appropriate levels of competence the service provider should decide on the optimum mix of short-term and permanent recruits. The service provider should also decide on the optimum mix of new staff with the skills required and retraining of existing staff. Factors that should be considered when establishing the most suitable combination of approaches include: • • • • • short-term or long-term nature of new or changed competencies; rate of change in the skills and competencies; expected peaks and troughs in the workload and skills mix required, based on current and future technology, service management and service improvement planning; availability of suitably competent staff; staff turnover rates; 35 Chapter 5 • • People and the SMS succession planning; training and professional development plans.

A single process name can be given to two processes that are very closely integrated, such as service level management and business relationship management. The differences between a process and a functional group or organizational structure are common for a process such as change management. This can be controlled by a functional group known as ‘Change Management’. However, processes such as change management 31 Chapter 5 People and the SMS can be operated by more than one group within the service provider’s organization.

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