CSP404 Perancangan Sistem Berorientasi Layanan Service Design CSP404 Perancangan Sistem Berorientasi Layanan

Strategic planning A process by which: © Copyright IBM Corporation 2006, 2007. All rights reserved. Strategic planning A process by which: A firm analyzes current conditions, and projects which might happen in the future From this, it makes decisions about what it should do, within the context of its goals

Components of the strategic management model © Copyright IBM Corporation 2006, 2007. All rights reserved. Components of the strategic management model The steps involved in formulating and reviewing strategy may be summarized as follows: “SWOT” (strengths, weaknesses, opportunities and threats) Strategy formulation Strategy implementation Evaluate results Reformulate strategy

Internal analysis The quality and quantity of the firm’s resources; strengths and weaknesses; and competencies Service Delivery System Features: -People -Technology -Processes Capacity constraints How will it: -ensure quality, -help you differentiate, -create entry barriers? Does the service system tie to the strategy? Operating Strategy Elements: -operations -finance -human res. -etc Where will you focus? Measures? Incentives? Compare to competition -costs Can you provide the service required and still make a profit? Concept Results What do your customers want? How are results perceived? What effect on design, delivery, marketing? How is the concept positioned relative to customer wants and competitor’s offering? Target Market Segments Dimensions What do segments have in common? How to segment? What needs do they have? How well are they already being served? © Copyright IBM Corporation 2006, 2007. All rights reserved.

External environmental factors pertinent to services © Copyright IBM Corporation 2006, 2007. All rights reserved. External environmental factors pertinent to services External Environment forces over which the firm has little to no control Remote environment Social Technological Industry environment Competition Operating environment Our resources

Generic business strategies © Copyright IBM Corporation 2006, 2007. All rights reserved. Generic business strategies Cost leadership in services Requires consideration of the following Efficient-scale facilities Tight cost controls Investment in high-technology Sacrifices in pricing, initial start-up losses May look for customers who cost less to serve Network strategy Differentiation in services Creating a service that is perceived to be unique; the drive is for customer loyalty over stringent cost controls. Focus in services The intention is to serve a narrow market segment in an exceptional way.

Choosing and implementing a strategy © Copyright IBM Corporation 2006, 2007. All rights reserved. Choosing and implementing a strategy Balance a mix of strategies Trade-offs between risk and growth What to in-source / out-source Annual or short term objectives Measures

Organizational structure and culture © Copyright IBM Corporation 2006, 2007. All rights reserved. Organizational structure and culture Create policies that empower action Structure may need to be adapted to strategy Three driving forces Globalization The internet Speed

Measurements Hard to do “You get what you measure” © Copyright IBM Corporation 2006, 2007. All rights reserved. Measurements Hard to do Too much data, poor collection decisions, erroneous data “You get what you measure” What leaders inspect is what people work on Customers don’t know what they think is good, they just know when it’s bad

Designing Service Solution SLA Live SAC SDP Business requirements Build service solution (Transition) Test service solution (Transition) Develop service solution (Design) Design service solution (Design) Document & agree business requirements (Strategy & Design) Transition & Operation involvement Operation Improvement Transition Strategy Design Project (Project team) SLM SLR Pilot Build, Test, Release & Deployment Management ✔ RFC released Approved for design Approved for development for build for test for warranty live release Review & Closure Change Management: Design & Development Pilot/warranty period operation

Definition The Design of appropriate and innovative IT services, including their architectures, processes, policies and documentation, to meet current and future agreed business requirements Service Design translate strategic plans and objectives and creates the design specifications for execution through Service Transition and Operation

Objectives Service that meet business requirements Service that minimize/constraint costs of service provision Service that adhere to the policies and principles of Service Strategy Design efficient and effective processes for the design, transitions, operation and improvement of high quality IT services Design secure and resilient IT infrastructure Design measurement methods and metrics Reducing the need for reworking and enhancing services

Business Value Reduce Total Cost of Ownership (TCO) Improve quality and consistency of service Easier implementation of new or changed services Improve service alignment to business need More effective service performance Improve IT Governance More effective service management and IT Improve information & decision making Reduce Total Cost of Ownership (TCO) by ensuring that all aspects of services, processes and technology are designed properly and implementing against the design Improve quality and consistency of service because services are designed within the corporate strategy , architectures and constraints Easier implementation of new or changed services due to having comprehensive Service Design Packages that can be used by Service Transition Improve service alignment to business need (Service designing against Portfolio requirements to meet documented business need)‏ More effective service performance due to incorporation and recognition of Capacity, Financial Availability and IT Service Continuity plans during Design Improve IT governance More effective Service Management, as processes will be designed with optimal quality and cost effectiveness Improve information & decision making through having better measurements an metrics 'designed in'

Service Design The business IT Services IT Business service a Business service b Business service c The business Business Process 3 Business Process 6 Business Process 9 Business Process 2 Business Process 5 Business Process 8 Business Process 1 Business Process 4 Business Process 7 Service D SLAs Service C IT Services SLAs Service B SLAs Service A IT Service Strategy Service Transition Service Operation SKMS Service Portfolio Service Design SLAs SLAs SLAs Services Lifecycle Process SCM SLM SLAs SLAs SLAs Service Improvement Capacity Architectures Security Availability SLAs IT Service Continuity SLAs SLAs Measurement methods Supplier Support teams Suppliers

Policy/strategy governance compliance Service Composition Business Service Requirement Requirements/demand: Business Service A Business Process 1 Business Process 2 Business Process 3 IT Service Policy/strategy governance compliance Utility: Name, description, purpose, impact, contacts Service Warranty: Service levels, targets, assurance service hours, responsibility SLAs/SLRs incl. Cost/prices Assets/resources: Systems, assets, components Infrastructure Environment Data Applications Assets/capabilities: Process, supporting targets, resources OLAs contracts Support services IT process Assets/capabilities: Resources, staffing, skills Support teams Supplier

The ‘4P’s of Service Management Processes Product Partners People These are the ‘Major Components’ of Service Management The design and subsequent Implementation of Service Management (and individual service) is about preparing and planning (designing) the effective and efficient use of the four Ps

New service development design considerations Element Considerations Delivery system What does the customer see, where does production occur? In B2B can we seamlessly move information from one processing point to the next? Facilities design Size, layout, how does it feel? Important in B2C – if people are uncomfortable they probably won’t come back. Capacity planning Queues and demand. Typically we don’t plan for full capacity which would result in waste. What do we do with excess capacity? What do we do with customers when we have to make them wait? Service encounter Employee training and empowerment. The culture your people experience affects their ability and willingness which in turn affects customer relationships. Quality Measurements and managing expectations. Service quality is covered in another module. Managing capacity and demand Adjusting your plans to accommodate customer requirements, or is there a way to drive demand to map to your ability to deliver (think of happy hour). Information What to collect, keep, for competitive advantage. At issue here is privacy and who really ‘owns’ the data? Can you think of any service that doesn’t depend on information? © Copyright IBM Corporation 2006, 2007. All rights reserved.