I have been put in charge of implementing ITSM using ITIL as its framework in my work’s Division level IT office (non-enterprise, meaning we do not over see the infrastructure… we only coordinate with those who do at the enterprise level).
One of my tasks in the Visioning stage is to come up with a Management Model. This model is to describe a “high-level view that shows what key management functions will be in the future stage vision and how they interact.”
Do you have sample of management models used in ITSM implementation?
I appreciate any input. Thank you.
Kind regards,
Debby
Dear Debbie,
It sounds as though your organization is both a customer and a provider of IT services. I would like to suggest that you take a look at the guidance offered in the Service Strategy Principles section of the OGC’s ITIL V3 Service Strategy publication. This section covers several topics I think might be applicable to your project.
The first is the concept of a Service Unit. A Service Unit is like a business unit in that it creates value for the customer; in this case, the value is in the form of services. There are many possible relationships between business units and service units. Without having detailed information about your environment, I would guess that you could depict the Enterprise level as a Service Unit that provides infrastructure services and your Division level as a Service Unit that provides operational functions to your users and coordination functions between the Enterprise infrastructure team and your local Division team.
The Service Strategy volume further discusses Service Provider Types. There are three main types: Type I, Internal Service Provider; Type II, Shared Services Unit; and Type III, External Service Provider. I would guess that your Divisional model would position your IT team as an Internal Service Provider and the Enterprise team as a Shared Services Unit or External Service Provider, depending on the business relationship between the Enterprise and the Division business models.
Service Strategy also devotes an entire chapter to Strategy and Organization, which discusses Organizational Development, Organizational Departmentalization, Organizational Design, Organizational Culture, and Sourcing Strategy. I believe that the Organizational Development and Sourcing sections would be of immediate interest in building the future stage vision.
Stepping outside the Service Strategy volume, you will find guidance on Supplier Management in the Service Design volume. This will help you position your strategies with the Enterprise services.
ITIL V3 also offers two certification courses that might be useful to you and your team. The Service Strategy Lifecycle course focuses on driving strategy through the IT Service Lifecycle, and the Service Offerings and Agreements (SOA) Capability course focuses on processes and roles that build and execute your IT Services’ strategies.
I hope these ideas help you in your planning for these processes and support roles. The OGC V3 Service Lifecycle books are available on our website, or from many other providers.