The ITIL V3 lifecycle phase of Service Strategy puts a strong focus on Demand Management and the role it plays in the strategy towards, and design of, IT services that meet the expected demands. However, this process can not work in isolation…
Demand management needs to work closely together with the processes in the other lifecycles to manage and control all aspects of demand for IT Services. Some examples follow…
– Financial Management is involved in costing and pricing issues, but also in preparing a value proposition and ROI calculations. It helps with preparing financial constraints measures.
– Portfolio Management is involved with the strategic planning decisions for this new service. How does it fit into the service pipeline and the current live service offerings? It keeps a high level overview of interactions and possible contra effects of this new service.
– Capacity Management is involved with the design of the service offering AND the supporting environment to deliver the appropriate level of capacity to deliver the service as agreed.
– Information Security Management plays an important role in the analysis of the PBA’s differentiation criteria. Different PBA’s have different security requirements, and the IT organization needs to respond with the correct level of security measures and associated policies.
– Service Validation & Testing receives test criteria from demand management and the service design processes. These criteria will be based on the Service Package description and especially the Service Level Package descriptions. Based on these criteria, appropriate type and levels of testing are designed to ensure that we can predict the performance of the service and if it is in line with the demand requirements stated by the customers.
– Change Management plays an important role in the overall control of the IT organization. It has to ensure that changes in the infrastructure, processes or services do not negatively influence the service delivery performance. Change Management actively controls and coordinates changes made to Configuration Items, including critical documentation like service catalogues and descriptions of PBA’s.
– Event Management enables the operations to perform a lot of the support monitoring tasks automatically. This is important in the context of demand management as the event management systems may pick up variations in the use of the IT Service that haven’t been noticed by the Business Relationship Manager or Customers. The reports coming from Event Management will help to identify variations and differentiations within the PBA’s.
– Problem Management, especially proactive problem management will be asked to provide input into Demand Management. Problem Management will analyze demand requirements and compare this to current known issues and hotspots in the IT environment, it also does trend analysis on incidents and feeds this information to Business Relationship Manager for discussion with the customers.
Continual Service Improvement:
– Service Level Management not only works within the Service Design phase where it is involved in negotiating and agreeing on Service Levels, it also plays an important role in the continual improvement lifecycle phase. As a result of ongoing performance monitoring we know where unexpected flaws are and can plan for improvements toward better ‘business outcome based delivery’.
– Measurement & Reporting works with all other processes but demand management specifically needs standards and guidance on measurement, metrics and reporting to ensure that the demand expectations based on the analysis of the Business processes is measured consistently and doesn’t differ from month to month due to inconsistent reporting processes.