Ce diaporama a bien été signalé.
Nous utilisons votre profil LinkedIn et vos données d’activité pour vous proposer des publicités personnalisées et pertinentes. Vous pouvez changer vos préférences de publicités à tout moment.

Itsmf verism

Presentation of VeriSM event

  • Identifiez-vous pour voir les commentaires

Itsmf verism

  1. 1. 1
  2. 2. The digital transformation is no longer the voice of the future – it is right here, right now, changing the way we interact with each other, the way we do business – and even the way we live. From a business perspective, to see how dramtically the world has changed in recent times, we need to look no further than how some of the biggest companies in the world conduct their business making use of technology. The commercial opportunities offered by the digital transformation are for the taking – but this means adapting to the digital age and not getting left behind. Source: VeriSM marketing material 2
  3. 3. 3
  4. 4. 4
  5. 5. 5
  6. 6. 6
  7. 7. ITSM looks at IT VeriSM looks at the organization 7
  8. 8. 8
  9. 9. Source: APMG - VeriSM Marketing Activity Background PP.pptx 9
  10. 10. Developed in 2017 as a response to the changing demands on service management and the impact of digital transformation 10
  11. 11. IFDC = a non-profit organisation run by the Service Management Community and established in the Netherlands Source: APMG - VeriSM Marketing Activity Background PP.pptx 11
  12. 12. 12
  13. 13. 13
  14. 14. 14
  15. 15. 15
  16. 16. Service culture A service culture exists when an organization’s staff, products, services and business processes are developed with a focus on the end consumer or customer. Organizational context Structure, capabilities, optimize interactions, organizational culture, organizational governance People/structure Organizational roles, teams, competences, learning & development, people side (T-shaped professional, emotional intelligence), ethics Service management challenges Relationships, expectation, knowledge, communication, generations, org. Chg. Processes, tools and measurement Service stabilizers (in VeriSM model) The VeriSM™ model Governance, service management principles, management mesh, service lifecycle 16
  17. 17. Operating in a world of digital transformation Impact on org. Strategy, on products & services, on service mgmt, challenges, impact of emerging technologies & cloud Selecting and integrating management practices Governance => service management principles => management practices => operating model Progressive management practices Lean, DevOps, Agile, SIAM,… Emerging technologies SM implications (complexity, different requirements, impact on competences,…), cloud, virtualization, big data,… Getting started As is => To be, reactive to proactive, long term planning 17
  18. 18. 18
  19. 19. • Starts & ends with the consumer • Governance – ensuring that all efforts of the organisation are directed toward achieving stakeholder needs • Management Principles • Management Mesh – a flexible framework to successfully exploit the full range of capabilities within the organisation (resources, technology, management practices) throughout the service lifecycle: - Design - Produce - Provide - Respond 19
  20. 20. Governance translates requirements into objectives and goals and then provides a framework of reporting and audits to assess progress 20
  21. 21. Within the VeriSM model, service management principles apply to all products and services. These principles provide ‘guardrails’ or boundaries for products and services. Þ Policies Þ They state outcomes 21
  22. 22. 22
  23. 23. Resources Emerging technologies Management practices Environment 23
  24. 24. Define: consumer needs, required outcome, solution, service blueprint Produce: Build, test, implement & validate Provide: protect, measure & maintain, improve Respond: record & manage => issues (incidents), requests (service requests), source events (problems) 24
  25. 25. 25
  26. 26. Lean & Agile: value focus, waste reduction, flexibility SIAM integrates service providers VeriSM integrates managelent practices & organizational capabilities 26
  27. 27. 27
  28. 28. 28
  29. 29. 29
  30. 30. 30
  31. 31. 31
  32. 32. 32
  33. 33. 2,5% = 1q 5% = 2q 10% = 4q 25% = 10q 7,5% = 3q 33
  34. 34. 34
  35. 35. QUESTION slide 35
  36. 36. 36
  37. 37. 37
  38. 38. 38

×