We begin our engagements with getting to know the objectives of our clients. What are the expectations and goals intented. From this we can structure a tailored plan to achieve these outcomes.
In this customer-centric world of service provision, we must all learn to work smarter, not harder. Acquire new skills essential to delivering better services, faster and for a lower cost. All enterprises exist to deliver services (or products and supporting services) to their customers. The modern customer has changed to expect a customised experience that values their needs.
- Strategy - which are the right services to have
- Design - what is the service going to look like
- Transition - build and implement new services
- Operations - maintain and enhance the service
- Optimisation - review and form a plan of action
- Service Desk
- Incident and Problem Management
- Change and Release Management
- Configuration Management
- Service Level Management
- Financial Management
- Warranty (Security, Capacity, Availability and Continuity)
Every new skill obtained, and new knowledge learnt, means that you are more valuable to your customers. With them in mind, you can deliver the services they value, with an effectiveness and efficiency that make the best use of your budget.
I am a certified ISO 20000 Service Management Consultant as well as an ITIL v2 Service Management Master (2003) and ITIL v3 Service Management (Expert). I have my Certificate IV in Training and Education Programme Development. I am a former officer in the Australian Army Reserve.
From my very start in IT, I have considered the industry as a service-based one. I produced software to allow the core business elements of enterprises make the best use of computers. Getting computers to do what they do best – high-speed number crunching to deliver information.
I agree with the separation of IT into two branches. Information Technology (IT) making hardware and software for general market consumption, such as IBM, Microsoft and Apple. And Information Services (IS) which uses the output of IT to deliver the services the business needs. The right information, to the right people, in the right form, at the right time.
Most IS departments are contained within an organisation, and have a well-defined customer base to deliver to.
My focus has always been on service to specific customers. The challenge I found has been that not everyone appreciates the service nature of their work. What we don’t recognise we don’t manage well.
Studying IT Service Management (ITIL) put in place for me, a structured approach to managing services with a focus on customer experience and service value. Being able to provide services in an effective way, with rapid customer feedback, and efficiently so as to fund continual improvement.
Enterprise Service Management (ESM) is the term used to apply the same Service Management principles and disciplines to non-IT service provision. Indeed, ESM is often called “ITIL beyond IT”.
Now I am delivering the Service Management experience to a much broader range of service providers. Enterprises that deliver service to their external customers, and supporting departments that deliver services internally to their core business.