Part of getting your Service Portfolio right is having the right requirements. To have those, you need to understand your stakeholders and their requirements. Then you can use these to design the service.
It's useful to think about which stakeholder requirements are going to be most significant.
This struck me in the hotel lift this morning.
Have you noticed that there's always a lift, or nearly always, available in the hotel lobby - but you often have to wait to come down from your floor?
Which do you, as a customer, find more important - getting to your room quickly, or getting to an appointment quickly? Well, in a foreign city, if you're not used to the food, then, maybe, getting to the room is a priority, but, surely, usually, you'd like a lift to be there when you leave your room, maybe a little later than you should have.
So, why are the lifts programmed to take people from the lobby, rather than to treat all floors equally?
It's for the staff, and the hotel, yes, they're stakeholders too, but, with a service, isn't the end customer supposed to be the ultimately important stakeholder?
Why is it for the staff? Because it's annoying for them to have a queue of customers building up in the lobby - they might complain to them about slow lifts - but, on the 5th, 20th, 19th and other floors, nobody sees the queue (apart from those in them) and there are no staff to hassle. So they're a lower priority for the staff.
This particular example is quite finely balanced. You could argue that it suits all stakeholders best this way - particularly if you were on the staff.
That's why I think it's a good example - you actually have to think quite hard about requirements to be sure that you really understand the stakeholders, and their needs, and then also understand the priority each stakeholder has, when there's a conflict.
- University of Natal, Pietermaritzburg, BSc. 1979
- Major Subjects; Maths & Physics
- ITIL V2 Manager’s Certificate in IT Service Management
- ITIL V3 ITIL Expert Certification
- ISO20000 Consultant’s Certificate Management
- Fellow in Service Management (FSM)® (prISM)
- Certified ISEB instructor for ITIL Foundations + Service Manager courses
- FISM - Fellow of the Institute of IT Service Management
- Marketing and Business Development Director itSMF International
- Marketing Director itSMF South Africa
- Member of itSMF South Africa Western Cape
- Policy Consulting - start up organisation
- Service Governance
- Business Analysis
- OpenView Network and System Management; design and implementation.
- Secure web implementation.
- HP Service Desk implementation.
- Application, System, and Network Consolidation.
- Business Disaster Recovery process consulting, implementation and testing.
- ITIL process management (practical consulting delivery):
|Service Portfolio||Service Strategy||Service Desk|
Specialties and interests
|ASM||Adaptive Service Model|
|Service Governance||Business Analysis|
|KPI||Metric Design and Implementation|
|I have never been further|
|north||Helsinki 60°10′15″N 024°56′15″E|
|south||Dunedin 45°52′S 170°30′E|
|west||Sausalito Coordinates: 37°51′33″N 122°29′07″W ]|
|east||Rotorua 38°08′16″S 176°15′05″E|
|... and higher than 3.050 m|
|... and faster than 320 kph (on the ground)|
Adopting Service Governance
|ISBN: 978-0113314652||ISBN: 978-0113313914|
|Webinar: Adopting Service Governance: Governing portfolio value for sound corporate citizenship||Review in International Best Practice|
|Issues in corporate governance and service governance as a solution|
|AXELOS interview with Peter Brooks|
|Service Governance in the Cloud|
|Adopting Service Governance - Governing portfolio value for sound corporate citizenship - AXELOS 2015 ISBN: 978-0113314652|
|Collaborative Consulting – TSO 2013 ISBN: 978-0113313914|
|Review - Ivor Macfarlane|
|An Integrated Requirements Process - Governing Cost & Risk in Business Analysis - itSMFsa 2013 ISBN: 978-1490489162|
|Review - David Lowe|
|Review - Karen Ferris|
|Metrics for Service Management: Designing for ITIL – VHP 2012 ISBN-13: 978-9087536480|
Metrics for IT Service Management – VHP 2006 ISBN-13: 978-9077212691
Definition of Service Governance
Service Governance describes the means of achieving effective corporate and portfolio governance, within the ‘comply or explain’ framework, by designing the service portfolio as the overarching management system that monitors & controls corporate financial performance & value delivery.
From '''Adopting Service Governance''' http://service-governance.org/index.php?title=Category:Best_Practice Service Governance - Best Practice