Whose requirements are they?

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.



Last modified on Friday, 21 March 2014 02:27
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Peter Brooks


  • University of Natal, Pietermaritzburg, BSc. 1979
  • Major Subjects; Maths & Physics

Industry Qualifications

  • 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

Consulting Delivery

  • Governance
  • 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
Incident Problem Configuration
Change Release Capacity
Financial Availability Service level

Specialties and interests

ASM Adaptive Service Model
Service Governance Business Analysis
CSF Capacity
Consulting Demand
Governance HP OpenView
KPI Metric Design and Implementation
Metrics Open Source
Policy Requirements
SANS15000 Security
Service Desk Teaching
Training Service Management
Dialetheism :Service governance
Physics :Philosophy
Psychiatry :Maths


I have never been further
As08-16-2593.jpg north Helsinki Helsinki 60°10′15″N 024°56′15″E
south Dunedin Dunedin 45°52′S 170°30′E
west Sausalito Sausalito Coordinates: 37°51′33″N 122°29′07″W ]
east Rotorua Rotorua 38°08′16″S 176°15′05″E
... and higher than Title=3.050 m3.050 m
... and Title=faster than 320 kphfaster than 320 kph (on the ground)






Adopting Service Governance

Collaborative Consulting
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.png
Adopting Service Governance - Governing portfolio value for sound corporate citizenship - AXELOS 2015 ISBN: 978-0113314652
Collaborative Consulting.jpg
Collaborative Consulting – TSO 2013 ISBN: 978-0113313914
  Review - Ivor Macfarlane
Integrated Requirements.jpg
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.jpg
Metrics for Service Management: Designing for ITIL – VHP 2012 ISBN-13: 978-9087536480
Metrics for IT Service Management.jpg

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

Website: za.linkedin.com/in/peterhmbrooks/
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