ISO IEC 20000-2：2019服务管理指南-信息技术服务管理体系应用详解

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ISO IEC 20000-2：2019是信息技术服务管理国际标准的第二部分，它为组织在应用服务管理体系时提供了指导。该标准于2019年8月发布，旨在帮助组织有效地管理和改进其信息技术服务，确保满足客户需求和期望，同时实现业务连续性和效率。 1. **范围与应用**：标准的范围包括了服务管理系统的广泛适用性，不仅适用于提供信息技术服务的组织，还适用于那些依赖这些服务支持其核心业务的实体。1.1节强调了通用原则，即所有组织都应根据自身特定情况进行定制化应用。1.2节明确了如何将服务管理融入到组织的整体战略中，确保服务与业务目标相一致。 2. **规范性引用**： ISO IEC 20000-2建立在一系列其他标准的基础上，如ISO/IEC 20000-1（服务管理基础）、ISO/IEC 20000-3（服务交付流程）等，这些引用为实施提供了结构化的框架。 3. **术语和定义**：该部分列出了关键的服务管理术语，以便于理解和沟通。理解这些术语对于正确实施服务管理体系至关重要，如服务、服务提供方、服务请求者等。 4. **组织背景与上下文**： 4.1节阐述了组织需要对其自身进行深入理解，包括其业务流程、资源、文化以及内外部环境因素。组织需要开展一系列活动来明确其角色、责任和能力。4.1.3部分还指出，可能需要额外的信息来支持这一理解过程。 5. **理解利益相关者的需求和期望**：为了确保服务质量，4.2节着重于理解客户、用户、供应商等利益相关者的需求和期望。组织需定期进行沟通和评估，确保服务能满足这些需求。4.2.3部分提醒组织要关注不断变化的市场和法规要求。 6. **确定服务管理体系的范围**： 4.3.1列举了确定服务管理体系覆盖范围的必要步骤，包括确定哪些服务、过程和活动应纳入管理体系，以及如何划分责任和边界。这是实施有效管理的基础。 7. **服务管理体系的实施与应用指南**：标准提供了具体的指导，如何根据组织的实际情况，设计、部署和持续改进服务管理体系，确保符合ISO IEC 20000的要求，提升服务质量和效率。 ISO IEC 20000-2为组织提供了一个全面的框架，通过理解组织自身、外部环境和利益相关者需求，有效地规划、实施和优化服务管理体系，从而提升组织在信息技术服务领域的竞争力。遵循这个标准可以帮助企业在快速变化的技术环境中保持稳定的服务水平，并提高客户满意度。

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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?

gain

the

most

value from processes,

is essential to keep

the

processes current.

approach for

routine process evaluation will benefit

the

organization.

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

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

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

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

'the

person

group of people who directs

and

controls an organization

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

SMS,

also provides

the

needed resources for

the

continuing

support

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

SMS

support

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

the

organization, as

the

policy

and

objectives

are

there

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

the

SMS

for

the

organization.

Top

management

assigns levels of authority,

appropriate

the

size

and

complexity of

the

organization,

and

delegates responsibility, so

that

the

appropriate

personnel

are

authorized to make decisions

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

an optimal resource level while managing

risk.

asset, service component,

and

a service

are

examples

that

can be considered value. Internally,

"""

''"

"''

''''

ISO

/IEC

2019

All

rights

reserved

poorest

1S0/IEC

20000-2:2019(E)

value can include increased employee satisfaction, reduced costs,

and

increased revenue. Externally,

value is

determined

by the service outcomes

and

benefits

that

customers perceive from

the

use of

the

services provided.

Top

management considers

the

relationship of

the

SMS

to achievement of the business outcomes.

Top

management

ensures

that

service management

requirements

and

objectives

are

in line

with

the

business outcomes

and

processes of

the

organization. This approach prevents conflicts

between

service

management processes

and

business processes

that

are

supported

the

SMS.

Top

management

ensures

that

the

SMS

integrated

into

the

organization's business processes. For

example,

the

SMS

requirements

are

not labelled

and

undertaken

as an 'add-on' to

the

normal business

processes

but

are

part

the

normal business processes. In this way,

there

is more

certainty

that

the

requirements

will become

part

of business as usual

and

will be more likely to gain

the

benefits

and

outcomes

that

are

expected.

Top

management

commits resources to

support

the

SMS

and

the

services;

these

include personnel,

financial, technical, enabling services,

and

any

other

resources. When needed, top management

supports

other

management roles so

that

they

can be effective in

their

leadership roles

and

contribute

the

success of

the

SMS

and

the

services.

Top

management communicates

with

the

members of

the

organization about

the

importance of

the

SMS

the

organization as a

means

of increasing its efficiency

and

effectiveness.

Top

management also

communicates to personnel

the

importance of

the

SMS

to achieve

the

service management objectives

and

to deliver value

the

organization

and

its customers.

Top

management should also

ensure

that

the

organization establishes effective feedback loops to enable bi-directional

and

lateral communications

the

SMS

and

the services.

Top

management facilitates

and

promotes

continual improvement of

both

the

SMS

and

the

services,

with

the

aim of increasing

the

value provided by

the

services to customers, end users,

and

the

organization

itself. Personnel also contribute to

the

effectiveness of

the

SMS

and

the

services, for example

through

identifying

opportunities

for improvement to enhance

the

effectiveness of

the

SMS

and

the

quality of

the services.

5.1.3 Other information

Documented information

required

for top management involvement includes

the

following:

the

service management policy;

the

service management plan;

the

service management objectives;

d) records of

required

communication.

Top

management

has

the

power to delegate

authority

and provide resources

within

the

organization.

the

scope of the management system covers only

part

of an organization

then

top management refers to

those who

direct

and

control

that

part

the

organization.

It is recommended

that

the

relationship

between

top management in

the

context of 1S0/IEC

20000-1

and

the

highest level governing body, if one exists in

the

organization, is made specific.

The governing body can be involved

with

the

SMS

by:

reviewing

the

alignment of

the

organization's

strategy

and

service management policy;

reviewing

that

appropriate

levels of

authority

are

assigned for making decisions

the

SMS

and

the

services;

receiving

and

reviewing information

planned intervals

about

the

content

and

operation of

the

organization's

SMS;

poorest

ISO/IEC

20000-2:2019(E)

d) exercising reasonable oversight of

the

implementation, operation,

and

effectiveness of

the

organization's

SMS.

These activities may be

carried

out

by top management if

the

organization does

not

have a

separate

governing body.

NOTE

1SO/IEC

38500:2015

provides guidance on and principles for

the

governance of

IT.

5.2 Policy

5.2.1 Required activities

Top

management establishes a service

management

policy.

5.2.2 Explanation

The

purpose

this

required

activity is to document

the

high-level intentions of

the

SMS

in a service

management policy and to give direction to

the

organization

with

regard

to service management. This

policy is widely available

and

communicated to all relevant personnel and external

interested

parties.

The service management policy is specific to

the

organization's circumstances

and

objectives

and

includes a

customer

focus. The policy should

not

be a generic, broadly applicable statement.

The policy

represents

organizational

strategy

and

commitment to deliver value to

the

organization and

customers.

The policy applies to

the

agreed

scope of

the

SMS

and

forms

the

foundation of

the

organization's service

management objectives

and

the

service management plan.

The policy gives clear direction to

the

organization's

managers

and personnel.

EXAMPLE

1 Services

are

aligned

the

business objectives and

both

organizational

and

customer

priorities.

EXAMPLE

2 Changes

processes

procedures

are

made

through

the

change

management

process.

EXAMPLE

3 Roles

and

responsibilities for

the

service

management

processes

are

defined

and

documented

consistent

manner

and

personnel

performance

measured

against

those

responsibilities.

The organization

structures

the

service management policy so

that

states

how

the

organization's

service management objectives

are

set

(see 6.2 for

the

relationship

between

objectives and measures).

It should be possible to

demonstrate

a link

between

the

service management policy

and

the

activities to

achieve

the

organization's service management objectives.

commitment to continual improvement of

the

SMS

and

the

services is

part

the

policy.

The organization communicates

the

service management policy so

that

it is

understood

within

the

organization. It

also made available to customers and suppliers or

other

interested

parties

required.

When

other

management

systems

are

used in addition to

the

SMS

(such as a quality management

system), it is advisable for

the

service management policies to be consistent

with

the

relevant policies

the

other

management

systems

used by

the

organization. However, any service management policy

should remain relevant

the

SMS

and

the

services. This helps

with

integrating

the

various

management

systems

and

provides clarity to

the

organization's personnel.

Top

management

ensures

that

the

service management policy is reviewed

suitable intervals, usually

annually. This review is

used

to identify any deficiencies

and

ensure

continual alignment

with

business

needs

and

customer

priorities.

NOTE

The policy can also be

reviewed

ensure

alignment

if service

management

objectives have changed.

ISO

/IEC

2019

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rights

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