SVS and Value Chain

Introduction

The Service Value System (SVS) is a comprehensive framework that outlines how organizations can create value by delivering and managing IT-enabled services. The SVS was introduced in the latest version of ITIL (ITIL 4) and provides a holistic view of the service management process, highlighting the key components necessary for an effective service management system (Mora et al., 2021). The SVS comprises four key elements: the Service Value Chain, Service Value System, Service Value Stream, and Service Value Proposition.

Service Value Chain (SVC)

The Service Value Chain (SVC) is a series of activities to design, create, deliver, and improve services. The SVC consists of strategy, design, transition, operation and continual service improvement.

IT Service Management Roles and Practices

IT service management involves several roles and practices that support the Service Value Chain and deliver customer value. These roles and practices include:

Service Owner

The Service Owner is responsible for a service’s overall strategy, design, and delivery. They work closely with the Service Level Manager and the Continual Service Improvement (CSI) Manager to ensure that the service meets customer needs and is delivered cost-effectively (Horlach et al., 2017). The Service Owner aligns with the ITIL definition of the role as they are accountable for the service and work to ensure that it is delivered in a manner that meets customer requirements. A RACI model can be used to explain the process more fully, with the Service Owner being responsible for the service and accountable for ensuring that it is delivered in a manner that meets customer requirements.

IT Operations Manager

The IT Operations Manager is responsible for the day-to-day management of IT services, including monitoring, incident management, and problem management. They work closely with the Service Owner and the Service Level Manager to ensure that services are reliable and efficient (Ahmad et al., 2021). The IT Operations Manager aligns with the ITIL definition of the role as they are responsible for the operational delivery of IT services. A RACI model can be used to explain the process more fully, with the IT Operations Manager being responsible for the operational delivery of IT services and ensuring that they are delivered reliably and efficiently.

Service Level Manager

The Service Level Manager manages service level agreements (SLAs) and ensures that services meet the agreed-upon service levels. They work closely with the Service Owner and IT Operations Manager to ensure that services are delivered cost-effectively and reliably (Šimková). The Service Level Manager aligns with the ITIL definition of the role as they ensure that services meet the agreed-upon service levels. A RACI model can be used to explain the process more fully, with the Service Level Manager being responsible for ensuring that services meet the agreed-upon service levels and working closely with the Service Owner and IT Operations Manager to ensure that services are delivered cost-effectively and reliably.

Continual Service Improvement (CSI) Manager

The CSI Manager is responsible for continuously improving services to increase customer value. They work closely with the Service Owner, IT Operations Manager, and Service Level Manager to identify areas for improvement and implement changes to increase the value of services (Berrahal et al., 2016). The CSI Manager aligns with the ITIL definition of the role as they ensure that services are continuously improved to increase customer value. A RACI model can be used to explain the process more fully, with the CSI Manager being responsible for ensuring that services are continuously improved and working closely with the other service management roles to identify areas for improvement and implement changes.

Practical Application of IT Service Management Practices

IT service management practices can help organizations create value by improving the delivery and management of IT-enabled services. Some practical applications, as discussed by  Chae (2014), are shown in the table below.

Conclusion

In conclusion, the Service Value System (SVS) and value chain provide a comprehensive framework for organizations to create value by delivering and managing IT-enabled services. The SVC outlines the key activities involved in designing, creating, delivering, and improving services. IT service management roles and practices, such as Service Owners, IT Operations Managers, Service Level Managers, and CSI Managers, work together to support the SVC and deliver value to customers. Organizations can create value by improving the delivery and management of IT-enabled services by using IT service management practices, such as service level management, incident management, problem management, and continual service improvement.

References

Ahmad, A., Maynard, S. B., Desouza, K. C., Kotsias, J., Whitty, M. T., & Baskerville, R. L. (2021). How can organizations develop situation awareness for incident response: A case study of management practice. Computers & Security, p. 101, 102122.

Berrahal, W., & Marghoubi, R. (2016, March). Lean continuous improvement to information technology service management implementation: Projection of ITIL framework. In 2016 International Conference on Information Technology for Organizations Development (IT4OD) (pp. 1-6). IEEE.

Horlach, B., Drews, P., Schirmer, I., & Böhmann, T. (2017). Increasing the agility of IT delivery: five types of bimodal IT organization.

Mora, M., Marx-Gomez, J., Wang, F., & Diaz, O. (2021). Agile it service management frameworks and standards: A review. Advances in Software Engineering, Education, and e-Learning: Proceedings from FECS’20, FCS’20, SERP’20, and EEE’20, 921-936.

Šimková, E. Service Level Management and its link to CobiT’s DS1 (Define and Manage Service Levels) and DS2 (Manage Third-Party Services) Processes.