Operation staff involvement in Service Design and Service Transition

It is extremely important that Service Operation staff are involved in Service Design and Service Transition and potentially also in Service Strategy where appropriate.

One key to achieving balance in Service Operation is an effective set of Service Design processes. These will provide IT Operations Management with:

• Clear definition of IT service objectives and performance criteria
• Linkage of IT service specifications to the performance of the IT Infrastructure
• Definition of operational performance requirements
• A mapping of services and technology
• The ability to model the effect of changes in technology and changes to business requirements
• Appropriate cost models (e.g. customer or service based) to evaluate Return on Investment and cost-reduction strategies.

The nature of IT Operations Management involvement should be carefully positioned. Service Design is a phase in the Service Management Lifecycle using a set of processes, not a function independent of Service Operation. As such, many of the people who are involved in Service Design will come from IT Operations Management.

This should not only be encouraged, but Service Operation staff should be measured on their involvement in Service Design activities – and such activities should be included in job descriptions and roles, etc. This will help to ensure continuity between business requirements and technology design and operation and it will also help to ensure that what is designed can also be operated. IT Operations Management staff should also be involved during Service Transition to ensure consistency and to ensure that both stated business and manageability requirements are met.

Resources must be made available for these activities and the time required should be taken into account, as appropriate

Date: 2014-12-29; view: 993