Developing and Implementing your Service Management Model - Partners, Customers and People
Part 3 - Checklist to Developing & Implementing your Service Management Model - Developing and Implementing your Service Management Model - Partners, Customers and People
This article continues on from Part 2 - Developing and Implementing your Service Management Model - Discovery, Design and Strategy.
Partners, Engagement & Strategy
At this point, you can now start to engage with partners and run joint workshops.
Your first workshop should be commercial centric, where the desired outcome is an agreement on the operational construct. What I mean by this is an agreement on services, and high level roles and responsibilities.
Following this, you should develop agreements with partners including contracts, SLAs, SOWs, pricing and take up for when the solution is in production.
Depending on the service model, you will need to make sure back to back SLAs and OLAs are in place and your workshops should start defining high level RACI, process interlocks, and most importantly, what tools will be used and who will have what level of access to them.
For prospecting new customers, you will need your service catalogue, your price book or a pricing calculator, your value proposition, a template business case and a customer presentation.
To sign the customer on, you will need the contract, MSA, SOW, detailed presentation covering how things will operate in the BAU world, and your transition approach. It's also a good idea to have samples of process templates to be customised if required for each customer, operational templates, checklists for onboarding, operational process training and documentation will help give your customer confidence of your experience and ability to deliver.
Your requirements for people and their roles will have become evident out of your initial due diligence review over who does what. The people model falls out of the due diligence and the new proposed service model. It comes out of the who does what and the RACI model.
Once you have the current and future state agreed along with your associated metrics (number of incidences, changes, level of reporting for every ITIL process) you can assign the number of resources required to perform that process. This will feed into the costs in the BAU business case and also ties in with skills required including knowledge management and training requirements.
Sunit is a Wellington based IT Service Management Consultant and author of the published book 'Strategic Lean Service'. He's a keen mentor to the start up community and while not at work, can be found hitting the highways and open roads on his Royal Enfield Bullet motorbike. Connect with Sunit on LinkedIn.
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