Managing Service Operation

MANAGING SERVICE
OPERATION
GROUP 7
REPORT OUTLINE
 Introduction
-Definition of managing service operation
 The need for a customer perspective
-From a Product to Customer focus.
 Design impact on front and back office systems
 Five Service operation processes:
- Request fulfilment
- Incident management
- Problem management
- Access management
- Event management
 Measuring service operations performance.
- Designing performance measurement systems.
- Implementing a service operations management system.
Introduction
 Management Service Operations: The implementation of the organizations

strategy through the operational control of the organization by focusing on not
only product or service development, but also the delivery of products and
services to the end customer in a way that drives co-creation of value between
customer and business’. also Effectively managing service operations is crucial
to controlling labor costs and improving customer satisfaction.
DIFINITION OF MANAGING
SERVICE OPERATION
 Service operation encompasses the  Service operation coordinates and

day-to-day activities, processes, and carries out activities and processes
infrastructure that are responsible for required to deliver and manage services
delivering value to the business at agree level to business users and
through technology customers. It also manage technology
that is used to deliver and support
service
The need for a customer perspective
 Few organizations now have the luxury of completely dominating their market space. In order to stay in
business organizations need to be able to capture and keep customers. Building a loyal customer base
founded on satisfaction will have a positive impact on profitability.
FROM A PRODUCT TO CUSTOMER FOCUS
This failure to correctly capture customer requirements is inherent in organizations that have a
dominant ‘product-focus’, as opposed to a ‘customerfocus’. The characteristic of the product-focused
organization is one that develops a product first and then looks to match that product to a market.
DESIGN IMPACT ON FRONT AND
BACK OFFICE SYSTEMS
 The effectiveness of both front and back office processes then becomes dependant on how well the
positive impacts are built on, whilst managing out the negative impacts. This then highlights the need to
manage front and back office processes not as two separate business functions, but in a connected,
integrated manner.
FIVE SERVICE OPERATION
PROCESSES
REQUEST FULFILMENT
- Major aims of the request fulfilment process to provide a channel for users to request and receive
standard services for which a predefined approval qualification process exists, to give information to
users and customers about the availability of services and the procedure for obtaining them, to source and
deliver the components of requested standard services and help with general information, complaints or
comments.
INCIDENT MANAGEMENT
- The major benefit of doing this is that incident management can be used to high spot other areas that
need attention, thus providing a reason for implementing processes. The purpose of incident management
is to reinstate normal service operation as quickly as possible and diminish the adverse impact of the
Incident on business operations, thus ensuring that the best possible levels of service quality and
availability are maintained.
PROBLEM MANAGEMENT
- Major aim of this service process is to lessen the adverse impact of incidents and problems on the
business that are caused by errors within the information technology infrastructure, and to prevent
recurrence of incidents related to these errors. This is vital for companies. Problem management
comprises of the activities required to identify the root cause of incidents and to determine the resolution
to the problems. It is also responsible for ensuring that the resolution is implemented through the
appropriate control procedures.
Access management
- Access management is the procedure to grant authorized users the right to use a service, while
preventing access to non-authorised users. It is, therefore, the execution of policies and actions are
defined in information security and availability management. Access management ensures that users are
given the right to use a service, but it does not ensure that this access is available at all agreed times.
This is provided by availability management.
EVENT MANAGEMENT
- In this process, effective service operation is dependent on knowing the status of the infrastructure and
detecting any deviation from normal or expected operation. The objectives of event management to
provide the entry point for the execution of many service operation processes and activities.
Additionally, it provides a way of comparing actual performance and behaviour against design
standards and Service Level Agreements.
MEASURING SERVICE OPERATIONS
PERFORMANCE.
IMPLEMENTING A SERVICE OPERATIONS
MANAGEMENT SYSTEM.
-According to Neely (1998) performance metrics should be selected against four criteria. These
are as follows:
 Communication: Being clear about what an organization measures sends a clear signal
to employees about what is important to the business. This helps direct employees towards
what they are expected to focus on, and in turn how they, and their business units will be
assessed.
 Motivation: The set, or focus of measures used by an organization may
influence the mindset of the employees.
 Control: Metrics must provide information that supports effective decision-
making as it relates to process control.
 Improvement: A key function of any performance metric should be its
ability to identify areas across the organization that could be improved
IMPLEMENTING A SERVICE
OPERATIONS MANAGEMENT
 This
SYSTEM.
method aids in the development of a holistic approach to performance
management, allowing firms to recognize performance issues before they occur.
Performance metrics and management systems have traditionally relied heavily on
generating financial data, which, while important in terms of influencing share price,
cash flow, and indicating when and where problems exist, does not provide a clear
picture of how problems may have arisen or what is driving them. Financial
measurements are, in effect, what are known as 'lagging' or 'tail-light' measures. This
means they can detect performance issues after they've occurred.

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MANAGING SERVICE

 Management Service Operations: The implementation of the organizations

 Service operation encompasses the  Service operation coordinates and

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