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ISO/IEC
20000-2:2019(E)
Once
the
context,
interested
parties
and
their
requirements,
and
the
scope have been agreed,
the
organization decides how
the
requirements
in 1S0/IEC 20000-1
are
to be implemented as processes.
For example,
are
the
processes in
the
SMS
going to reflect exactly
the
clauses in 1S0/IEC 20000-1 or will
they
be combined, separated, or
named
in a different way?
To
gain
the
most
value from processes,
it
is essential to keep
the
processes current.
An
approach for
routine process evaluation will benefit
the
organization.
As
processes
are
deployed and implemented,
routine reviews include a review of
their
performance to optimize
the
process results.
The plans
and
aspirations of
the
organization can be considered
when
establishing and implementing
the
SMS
so
that
maintenance
and
continual improvement can be
performed
efficiently. See Clause 6 for
more information.
4.4.3 Other information
The organization documents
the
SMS
to
meet
the
requirements
of!SO/IEC 20000-1:2018,
7.5.
Top
management provides
the
basis
and
the
authority
to proceed
with
the
establishment of
the
SMS.
The responsibility for establishing
the
SMS
may
then
be delegated to
authorised
personnel in
the
organization.
5 Leadership
5.1
Leadership
and
commitment
5.1.1 Required activities
Top
management
demonstrates
leadership
and
commitment
with
respect
to
the
SMS.
5.1.2 Explanation
The
purpose
of this
required
activity is to
ensure
that
top management
demonstrates
leadership
and
commitment to
support
the
establishment
and
operation of an
SMS.
Top
management is defined
as
'the
person
or
group of people who directs
and
controls an organization
at
the
highest level.'
Top
management, i.e.
the
level of management in
the
organization
that
has
the
authority
and capability to
initiate
the
development of
an
SMS,
also provides
the
needed resources for
the
continuing
support
of
the
SMS
and
is accountable for
the
achievement of
the
objectives
and
intended outcomes of
the
SMS
and
services. The right level of involvement
and
commitment is essential to successfully implement
an
SMS
in
support
of
the
services it provides to customers.
Top
management is accountable for ensuring
that
the
SMS
and
the
services
are
reviewed regularly.
Further
information
about
management reviews can be found in 9.3.
Top
management establishes a service management policy, as well as service management objectives,
describing
their
high-level vision
of,
and
targets
for,
service management in
the
organization.
Top
management does so in a
way
that
is aligned
with
the
overall business objectives
and
strategic direction
of
the
organization, as
the
policy
and
objectives
are
there
to
support
the
organization's business.
Based on
the
service management policy and objectives, top management
directs
the development
and
maintenance of a service management plan, which is
the
overarching document
that
provides a
summary
and
describes
the
intent
of
the
SMS
for
the
organization.
Top
management
assigns levels of authority,
appropriate
to
the
size
and
complexity of
the
organization,
and
delegates responsibility, so
that
the
appropriate
personnel
are
authorized to make decisions
related
to
the
SMS
and
the
services.
Top
management determines
what
constitutes value for
the
organization and for
the
customers. The
creation of value from services includes realizing benefits
at
an optimal resource level while managing
risk.
An
asset, service component,
and
a service
are
examples
that
can be considered value. Internally,
'
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ISO
/IEC
2019
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