15
The primary purpose of all service centers, both internal and external, is
service delivery. Your service delivery goals, the services you will provide, the
service levels you will offer, and whether you will be a profit center or cost
center must be determined, documented, and understood at the outset of
establishing the service center. You need a mission statement that
summarizes your charter. Your mission statement very broadly defines what
you are supposed to do and establishes the overall expectation of how well
you will do it. Establishing a service center is first a higher management
decision, the expectations of which may or may not be realistic. You must be
prepared to negotiate the feasibility of each goal. Be careful with words like
most
when stating expectations. Does
most
mean 60 percent or 90 percent?
The difference between solving 60 percent of all problems in 2 hours or less
and 90 percent of all problems in 2 hours or less is immense. It's comparable
to the difference between 99.9 percent reliability (8.76 hours of downtime per
year) and 99.99999 percent reliability (4 seconds of downtime per year). Both
are doable, but the difference in costs is enormous.
A clearly defined mission statement helps to ensure that everyone is working
to achieve the same goals and defines the expectations of both management
and customers. Those expectations are how you and the service center will
be measured. A sample mission statement is: "To increase customer
productivity by promptly resolving problems, identifying and eliminating the
cause of problems, and delivering other value-added services as required."
1.3.2 Defining the Service Statement
The mission statement is very broad. Too broad, in fact, to establish the scope
of what you will really be responsible for doing. The scope of your services
establishes the bounds of the service center. If the bounds are not clear from
the mission statement, then you can clarify it now, in a service statement, or
catalog. The service catalog establishes the scope of the services you will
provide and should eventually contain a complete listing of those services.
The list further clarifies what you will
not
do. The better you define your
services, the clearer it is to your management, customers, and staff what you
do.
This list is the basis you use to determine how to structure the organization to
deliver the services and what types of tools and resources you need. You
could, and probably should, define service levels for each service offered.
Once you have done that, you can use this list to create service level
agreements and service contracts with your customers. Negotiating these
agreements may lead to modifying your service levels.
The list of services is also the basis for defining responsibility within the
service center. For each service, you must define who will be responsible for
delivering the service. This responsibility matrix allows you to create pools of
resources that are best suited to deliver groups of services that require related
skills.
When you have defined the list of services that you will provide, the service
levels you want to provide, the skills you need to deliver the services, and an
剩余167页未读，继续阅读
luckyooo
- 粉丝: 0
- 资源: 4
我的内容管理
展开
最新资源
- 构建Cadence PSpice仿真模型库教程
- VMware 10.0安装指南：步骤详解与网络、文件共享解决方案
- 中国互联网20周年必读：影响行业的100本经典书籍
- SQL Server 2000 Analysis Services的经典MDX查询示例
- VC6.0 MFC操作Excel教程：亲测Win7下的应用与保存技巧
- 使用Python NetworkX处理网络图
- 科技驱动：计算机控制技术的革新与应用
- MF-1型机器人硬件与robobasic编程详解
- ADC性能指标解析：超越位数、SNR和谐波
- 通用示波器改造为逻辑分析仪：0-1字符显示与电路设计
- C++实现TCP控制台客户端
- SOA架构下ESB在卷烟厂的信息整合与决策支持
- 三维人脸识别：技术进展与应用解析
- 单张人脸图像的眼镜边框自动去除方法
- C语言绘制图形：余弦曲线与正弦函数示例
- Matlab 文件操作入门：fopen、fclose、fprintf、fscanf 等函数使用详解
资源上传下载、课程学习等过程中有任何疑问或建议，欢迎提出宝贵意见哦~我们会及时处理！
点击此处反馈
