Corporate Servicemanagement
Organisation und Technik interner Dienstleistungen

Addison Wesley, Munich, 2000

	Organisations today are determined through processes and procedures, as opposed to their organisational structure. Departments and units develop customer relationships with eachother that gain importance of organisational structures and sometimes even replace these.   In striving to utilise effectively and efficiently resources, organisations concentrate on their core competencies. Areas and processes outside these core competencies are typically sourced from service providers, who are expected to have gained process excellence in these areas. Profit gains and share holder value dominate organisational objectives and strategies.
Process Driven Organisations   Organisations striving for their corporate objectives increasingly become dependent on information technology (IT). This dependency drives the increasing demand for highly qualified IT services that support business requirements.   This book is concerned with the management of these services and the underlying customer relationships, including the interfaces to external service providers. Based on a clarification of terminology and meaning of service management in the context of this book, organisational service tasks are discussed.   Complemented by case studies, organisational aspects are depicted, which sometimes seem to blurr during implementation projects, and in the light of the technical challenges of service management. Service culture and internal organisation are critical success factors for service centres and thus demand high attention. With this background, the book depicts components of IT service management and the technical and organisational interfaces to administrative tasks, such as asset and change management.   Tools   A number of tools are available to support service management that allow the implementation of service management solutions, at the same time differently and comparable, with respect to processes and interfaces. Although the discussion of these tools cannot be definitive in the context of this book, criteria for evaluation and decision making are provided.   Typically, the decision for a tool that supports IT service management stands at the end of considerations for service  management implementation, not at the beginning. Nevertheless, this decision is of overarching importance as this system will provide the backbone of a service centre and as such determines efficiency and effectiveness of its operation to a large extent.   Reporting   Success and performance of service management can only be determined through a thorough reporting and frequent quality audits. Continuous performance monitoring provides the basis for the analysis of services offered and customer satisfaction achieved. Following a quality circle, actions can be defined to improve performance or to support the business development for service offers. Design and automation of reporting thus should be driven by business requirement and not through technical capabilities.
Keywords: Service Management, Service Delivery, Service Support, Operational Effectiveness.

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