ITIL V3服务战略：整合ISO/IEC 20000标准的关键指南

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ITIL（信息技术基础设施库，Information Technology Infrastructure Library）是业界广泛采用的服务管理框架，旨在提供一套系统化的方法来提升组织的信息技术（IT）服务质量和效率。ITIL V3战略部分是ITIL核心五个出版物之一，包括《服务策略》、《服务设计》、《服务转换》、《服务运营》和《持续服务改进》。这些文档根据ISO/IEC 20000标准进行编写，为组织提供一个集成的方法来实施和优化其服务生命周期。在《ITIL V3 - 服务策略》这一章节中，首先介绍了该核心出版物的概述，强调了ITIL在服务管理领域的重要性，以及它与公共领域的最佳实践相结合的方式。ITIL提倡的是一个全面的、结构化的服务管理方法，通过服务策略部分指导组织如何制定和执行服务战略，确保服务能够满足业务目标并支持组织的整体战略。服务策略部分着重于理解组织的业务需求和目标，分析服务与业务之间的关系，以及确定如何通过提供有效的服务来创造和维护价值。这包括识别服务机会、定义服务愿景、制定服务组合管理策略以及确定服务级别的目标和测量指标。服务设计阶段则关注于设计和构建服务架构，确保它们能够支持服务策略，并且符合法规、业务流程和用户需求。设计过程涵盖了服务组件、接口、技术和流程的设计，以及风险管理。服务转换关注于平稳地将新的或变更的服务引入生产环境，包括规划、迁移和转换活动，以最小化对业务的影响，并确保服务质量的持续性。服务运营则是关于日常运行和维护服务的实践，确保服务的可用性、性能和响应时间，同时通过监控、事件管理、问题管理等活动来维持服务的正常运行。最后，持续服务改进(CSI)部分鼓励组织进行周期性的评估和优化，识别改进机会，利用数据驱动的方法来提升服务质量和效率，以适应不断变化的业务环境。《ITIL V3 - 服务策略》的目的是为了帮助组织建立一个基于标准的服务管理体系，从而提高组织的灵活性、响应能力和客户满意度。使用者应意识到，尽管ITIL提供了一套指南，但在实施过程中可能需要根据组织的特定情况进行调整和定制。《ITIL V3 - 服务策略》是ITIL框架中的关键组成部分，它为IT专业人员提供了一个结构化的框架，以确保服务管理的策略与业务目标保持一致，并在整个服务生命周期中实现可持续改进。

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There is similar growth in consumer services driven by various social and

economic factors and technology. Among the forces driving the consumption of

services are rising per capita incomes, demand for social services, size and role

of the public sector, complexity of work environments, increased specialization

(division of labour), and relaxation of trade barriers.3 These trends are

contributing worldwide to the growth of the service economy in a remarkable

fashion.

Information technologies (IT) enable, enhance, and are embedded in a growing

number of goods and services. They are connecting consumers and producers of

services in ways previously not feasible, while contributing to the productivity of

numerous sectors of the services industry such as financial services,

communications, insurance, and retail services.3 Government agencies, too,

have experienced similar gains associated with the use of IT.

 Organizations exploit resources as and when needed without owning them,

even when those resources are remotely located and simultaneously

shared.

 They use self-service channels such as websites, mobile phones, and

kiosks to expose business functions such as billing, order processing,

reservations, and technical support to consumers. Quality of service is no

longer constrained by the capacity of branches, stores, and other staffed

locations.

 Entrepreneurs and individuals compose new services assembled from

existing services available in the commercial and public space.

 Service-oriented architectures are allowing organizations to not only

reduce complexity of their business applications and infrastructure but to

further exploit such assets in new ways.

Tremendous change and growth is taking place in information-based services.

Information, previously a supporting element, has become the basis for value by

itself. The relaxation of physical constraints has changed our thinking about how

information is produced and consumed. Recent years have seen significant

increases in valuation for businesses that simply facilitate interactions or the

exchange of information. Capabilities and resources in the management of IT

and the management of services are no longer perceived as merely operational

concern or detail. They are the basis for creating value, for competition, and

distinctive performance.

The trends noted above require IT organizations to have a keener sense of the

nature and dynamics of services as a means for providing value to customers. It

is not surprising that growth and prosperity of a trade are accompanied by

greater demands on the tools of the trade. The practice of service management

grows, learns, and matures under the pressure of new challenges and

opportunities.

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Imagine you have been given responsibility for an IT organization. How would

you decide on a strategy to serve your customers? Perhaps you would examine

requirements in detail and plan appropriately. You might track ongoing demand

and adjust accordingly, while maintaining operational efficiency. Surely an

attentive service provider with low costs must inevitably succeed. Unfortunately,

while these are all necessary factors, things are rarely so straightforward.

First, issues surrounding services are complex. Not only in their individual details

but also in the dynamic complexity that comes with many moving and interrelated

parts. Long-term behaviour is often different from short-term behaviour. There

are many tools for dealing with details but few offer insight into how the problems

we have today have developed over time. What are needed are methods to help

organizations understand the likely consequences of decisions and actions.

Second, customer specifications are not always clear, certain or even correct.

Much is lost in the translation from requirements document to service fulfilment.

The most subtle aspect of strategic thinking lies in knowing what needs to

happen. Customer outcomes, rather than specifications, are the genesis of

services. Strategic plans, while critical for enacting change, are not enough.

A strategic perspective begins with the understanding of competition. Sooner or

later, every organization faces competition. Even IT organizations with a

relatively captive internal market of owner-customers are not entitled to a

perpetual monopoly. The recent trends in outsourcing of business functions and

operations have made that clear. A change in prevailing business conditions or a

new business strategy pursued by the customer can suddenly expose the IT

organization to competition. Even government and non-profit IT organizations

have shown themselves to be subject to competitive forces. It is important for IT

organizations to review their positions and know for sure how they provide

differentiated value to their customers.

Customers perceive value in economic terms or in terms of social welfare, as is

the case with pure public services offered by government agencies, or both. The

differentiation can be in traditional terms such the organization’s knowledge and

experience with the customer’s business, excellence in service quality,

capabilities to reduce cost, or innovation.

The idea of strategic assets is important in the context of good practice in service

management. It encourages IT organizations to think of investments in service

management in the same way businesses think of investing in production

systems, distribution networks, R&D laboratories, and various forms of

intellectual property such as brands and patents. Assets such as people,

processes, knowledge and infrastructure are by themselves valuable for the

benefits they generate for their owners. Strategic assets are those that provide

the basis for core competence, distinctive performance, durable advantage, and

qualifications to participate in business opportunities. IT organizations can use

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the guidance provided by ITIL to transform their service management capabilities

into strategic assets.

Having a cost advantage over competition is one among many options. Being the

lowest-cost provider is necessary but not always sufficient to support business

strategies. There is a need to develop other strengths over and above efficiency

in costs. Helping customers enter new markets and quickly scale up operations,

for example. An IT organization can better serve customers and outperform

competition by better understanding the complexity, uncertainty, and trade-offs

the customer is facing. The key is to decide on an objective or end-state that

differentiates the value of what you offer, on what terms, and in what form so that

it outperforms what customers consider to be alternatives. Strategy need not

simply be an exercise in gathering requirements or the pursuit of operational

effectiveness. It is a means to become not optional.

Formulating strategy has traditionally been in the hands of upper levels of

management. Yet in the world of IT, where conditions change rapidly and the

knowledge and expertise required for sound decisions are usually found on the

front lines, IT leaders have an important role to play. From CIOs to front-line

managers, each has the ability to shape and execute service strategies. The rigid

‘plan and deploy’ model is giving way to the dynamic ‘engage and collaborate’

model.

The ultimate success of service management is indicated by the strength of the

relationship between customers and service providers. The publications of the

core ITIL library provide the necessary guidance to achieve such success. In

addition to this publication, the volumes Service Design, Service Transition,

Service Operation and Continual Service Improvement define a body of

knowledge and set of good practices for successful service management. They

provide guidance for:

 Converting innovative ideas and concepts into services for customers

 Solving problems with effective and enduring solutions

 Controlling costs and risks that can potentially destroy carefully created

value

 Learning from successes and failures to manage new challenges and

opportunities.

The guidance can be applied by IT organizations in the public and private sectors;

by for-profit and non-profit organizations; for internal service providers with cost-

recovery objectives; and commercial outfits with profitability targets. Terms such

as profitability, income, pricing, revenue and competition can be interpreted or

substituted to be meaningful in the context of all service providers with rare

exceptions. As such they are used throughout this publication with minimal

annotation or clarification to avoid interrupting the flow of text.

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1.2 Context

1.2.1 Information technology and services

Information technology (IT) is a commonly used term that changes meaning with

context (Table 1.1). From the first perspective, IT systems, applications and

infrastructure are components or sub-assemblies of a larger product. They

enable or are embedded in processes and services. From the second

perspective, IT is an organization with its own set of capabilities and resources.

IT organizations can be of various types such as business functions, shared

services units, and enterprise-level core units.

View

Visualization

Vernacular

IT/Component

Components of systems and

processes

‘Our billing system is IT-enabled.’

‘We use IT to improve interactions with our customers

through self-service terminals at key locations.’

‘IT touches every part of our business. Without

appropriate controls, that in itself is a risk.’

IT/Organization

Internal unit or function of the

enterprise or commercial

service provider

‘Our IT is headed by a CIO with tremendous experience

in the transportation business.’

‘Our heavily centralized IT suits our business model

which more than anything requires stability and Contract

Portfolio over business operations.’

‘IT does not understand the language of our business.

Much is lost in translation.’

IT/Service

Type of shared service

utilized by business units

‘I haven’t been able to access the internet since

yesterday. When do you expect the service to be

restored?’

‘Our remote-access service is very secure but it is also

very difficult to set up and use.’

‘We decided not to build our own enterprise applications

for administrative functions. We are better off utilizing IT

Services provided to us under a commercial contract.’

IT/Asset

Capabilities and resources

that provide a dependable

stream of benefits

‘IT is at the core of our business process. We use IT to

create value for our customers. It is part of our core

production process.’

‘Our IT investments are like Cost of Goods Sold (COGS).

They are direct costs, not overheads.’

‘IT is our business.’

Table 1.1 The multiple views of IT

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