Service governance
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Service Governance is a means to achieving good corporate governance though governing internal corporate services across, and throughout, an enterprise[citation needed]. The primary focus originally was on IT services,[1][failed verification] but it can include accounting, business administration, and other internal service sectors. Institutionalising these services enables the monitoring and control of risk, value, and cost.[2] Principle among the issues are the fair funding for each service, and the allocation system for scarce services.
Institutionalising internal corporate services is the corporate management equivalent a General Ledger, only with the line items reflecting the services, not simply departments. The Service Portfolio allows the governance of services as a means to govern the organisation by Value.[3]
Service portfolio
The portfolio of services is a list of all internal services within the organization that are available outside their own department. The portfolio describes each service, how it is funded, associated costs, ownership boundaries, along with its current performance and identified conflicts.[4][better source needed] This portfolio contains all services in the organisation, including those which have been out-sourced and are now supplied to the organisation by third parties.
The portfolio provides a map of the organisation that provides Directors with a different way of understanding the dynamics of the organisation than that received from financial reports, and, thus, makes it easier for the board to make decisions based on accurate, contemporaneous information.
Value
Service Governance uses the methods described in Management of Value (MoV) to discover the requirements of the organisation and to use those on design services, and their measures to deliver those values.[5][6]
Measurement and Compliance
Well established Best Practice methods are used to design measures and metrics for the organisation. These are designed to meet the requirements of the Corporate Mission, Charter, and Policy. This ensures that they measure what is required by the organisation and, thus, supply accurate real-time information to the board for strategic governance decisions, and to management for operational decisions.[7][8]
This also ensures compliance with the requirements of Audit as well as enabling the production of the financial and sustainability report and reporting on good corporate citizenship.
Enterprise service management
Enterprise service management (ESM) is a means of extending service management across an entire organisation, often from IT Service Management ITSM. It is a component of Service Governance.[9]
ESM provides an integrated view of core service business processes, often in real-time, using common databases. ESM systems track business resources—people, parts, assets—and the status of customer commitments: service requests, orders, repairs, and SLAs. The applications that make up the system share data across various departments (customer service, technical support, sales, field service, etc.) that use the information for their work. ESM facilitates information flow between departments and coordinates activities with external resources involved in the service business process.
Enterprise service management is also a term used to sometimes generically describe the use of Service processes and technologies across an organization. It is meant to be a broader term (like ERP and EAM) in contrast to IT Service Management which only concerns the management of IT Services.
History
The term has been used to describe the success that a number of organisations have had in using the Best Practice advice, found in frameworks such as ITIL, TOGAF, and others, for company wide service design and operation.[10][failed verification]
References
- ^ Jäntti, Marko; Hotti, Virpi (30 June 2015). "Defining the relationships between IT service management and IT service governance". Information Technology and Management. 17 (2): 141–150. doi:10.1007/s10799-015-0239-z. Retrieved 17 October 2018.
- ^ AXELOS (2015-08-11). Adopting Service Governance: Governing Portfolio Value for Sound Corporate Citizenship. The Stationery Office. p. 6. ISBN 9780113314652.
- ^ Betz, Charles T. (2007). Architecture and patterns for IT service management, resource planning, and governance : making shoes for the cobbler's children. Elsevier/Morgan Kaufmann. ISBN 9780123705938.
- ^ "Service Portfolio". Archived from the original on December 22, 2015.
{{cite web}}: Unknown parameter|deadurl=ignored (|url-status=suggested) (help) - ^ Vásquez, W. (2013). An economic valuation of water connections under different approaches of service governance. Water Resources and Economics, 2-3, 17-29.
- ^ Handbook of research on service-oriented systems and non-functional properties : future directions. IGI Global (701 E. Chocolate Avenue, Hershey, Pennsylvania, 17033, USA). ISBN 978-1-61350-432-1.
- ^ Cai, Hongming; Xu, Lida; Xu, Boyi; Zhang, Pengzhu; Guo, Jingzhi; Zhang, Yuran (22 February 2018). "A service governance mechanism based on process mining for cloud-based applications". Enterprise Information Systems: 1–18. doi:10.1080/17517575.2018.1442933.
- ^ Gómez-Baggethun, Erik; Kelemen, Eszter; Martín-López, Berta; Palomo, Ignacio; Montes, Carlos (October 2013). "Scale Misfit in Ecosystem Service Governance as a Source of Environmental Conflict". Society & Natural Resources. 26 (10): 1202–1216. doi:10.1080/08941920.2013.820817.
- ^ [1] [dead link]
- ^ "CERN uses ITIL to rethink facilities management". Computerweekly.com. Retrieved 17 October 2018.