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A Manager's Guide to IT Service Management by Jenny Dugmore

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By Jenny Dugmore

* This booklet is meant to fulfill the necessity for a widespread, widely established booklet on carrier administration. * The managers' advisor presents a easy creation on how provider administration most sensible practices and criteria may help a merchant to convey providers that upload price for patrons on the correct price and probability. * It describes provider administration techniques and the wider carrier administration panorama. * the purpose of this sixth version is to considerably re-focus the fifth variation to offer a broader established photo of an important carrier administration top practices, how they relate and the way they could (or can't) be used jointly.

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Additional resources for A Manager's Guide to IT Service Management

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Delivering value from services The value of a service for the customer depends on the person that uses the service and what it enables the person to do. The person can be a customer and/or a user of the service. Improvements in service performance contribute to value. For example, a service enables increases in customer productivity and delivers a return on investment. This could be achieved by increasing the transaction rate of invoicing. Understanding the value created from a service requires practices to measure, monitor and optimize the financial and non-financial returns on investment in the service(s).

For example, providing information that shows processes are controlled. Operational vs. process quality responsibilities Different people can be allocated responsibility for the day-to-day operation of a process and the quality and improvement of the process. This is especially common in large organizations. A generic example of the relationship between responsibility for the quality of a process, the operation of the process and organizational structure is shown in Figure 12. Process owners coordinate improvements and functional managers implement the improvements in their group.

The name given to a process that was implemented badly can have negative connotations. A single process name can be given to two processes that are very closely integrated, such as service level management and business relationship management. The differences between a process and a functional group or organizational structure are common for a process such as change management. This can be controlled by a functional group known as ‘Change Management’. However, processes such as change management 31 Chapter 5 People and the SMS can be operated by more than one group within the service provider’s organization.

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