Figure 1.1

The ITIL service lifecycle

Figure 1.2

ITIL’s relationship with other Best Management Practice guides

Figure 2.1

Conversation about the definition and meaning of services

Figure 2.2

Services are designed, built and delivered with both utility and warranty

Figure 2.3

Sources of service management best practice

Figure 2.4

Examples of capabilities and resources

Figure 2.5

Process model

Figure 2.6

The service portfolio and its contents

Figure 2.7

Architectural layers of an SKMS

Figure 2.8

Plan-Do-Check-Act cycle

Figure 2.9

Integration across the service lifecycle

Figure 2.10

Continual service improvement and the service lifecycle

Figure 3.1

Achieving a balance between opposing strategic dynamics

Figure 3.2

Perspective, positions, plans and patterns

Figure 3.3

Strategic plans result in patterns

Figure 3.4

The service triangle

Figure 3.5

Internal and external services

Figure 3.6

Components of value

Figure 3.7

How customers perceive value

Figure 3.8

Money spent, value added and value realized

Figure 3.9

IT services and value

Figure 3.10

Utility increases the performance average

Figure 3.11

Warranty reduces the performance variation

Figure 3.12

A service with improved utility and warranty

Figure 3.13

Combined effects of utility and warranty on customer assets

Figure 3.14

Value of a service in terms of return on assets for the customer

Figure 3.15

Utility described in terms of outcomes supported and constraints removed

Figure 3.16

Customer assets drive business outcomes

Figure 3.17

Service assets drive services to achieve business outcomes

Figure 3.18

Service management optimizes the performance of service assets

Figure 3.19

Simple view of an IT organization

Figure 3.20

Process as a means for managing the silos of the organization chart

Figure 3.21

Service management enables business outcomes

Figure 3.22

How a service provider enables a business unit’s outcomes

Figure 3.23

Growing service management into a trusted strategic asset

Figure 3.24

Type I providers

Figure 3.25

Common Type II providers

Figure 3.26

Type III providers

Figure 3.27

Analysing how a service will impact an outcome

Figure 3.28

Classifying services using service archetypes and customer assets

Figure 3.29

Asset-based and utility-based strategies

Figure 3.30

Visualization of services as value-creating patterns

Figure 3.31

Defining services with utility components

Figure 3.32

Defining services with warranty components

Figure 3.33

Dynamics of a service model

Figure 3.34

A service package

Figure 3.35

Service packages can consist of multiple individual services of any type

Figure 3.36

Service packages can contain other service packages

Figure 3.37

Perceptions of utility and customer satisfaction

Figure 3.38

Service economic dynamics for external service providers

Figure 3.39

Service economic dynamics for internal service providers

Figure 3.40

Single business impact can affect multiple business objectives

Figure 3.41

Multiple business impacts can affect a single business objective

Figure 3.42

Post-programme ROI approach

Figure 3.43

Forecast analysis

Figure 3.44

The service sourcing staircase

Figure 3.45

Using service provider interfaces

Figure 3.46

Example of a value network

Figure 3.47

Existing flowchart of how the service desk was supposed to work

Figure 3.48

Value net exchanges showing how things really worked

Figure 4.1

Overall business strategy and the strategies of business units

Figure 4.2

The scope of strategy management

Figure 4.3

The strategy management process

Figure 4.4

Strategic industry factors and competitive positions in playing fields

Figure 4.5

Strategic analysis of customer portfolio

Figure 4.6

Strategic options for the service provider

Figure 4.7

Variety-based (left) and needs-based (right) positioning

Figure 4.8

Access-based positioning

Figure 4.9

Combining variety-based, needs-based and access-based positioning

Figure 4.10

Critical success factors leveraged across market spaces

Figure 4.11

Prioritizing strategic investments based on customer needs

Figure 4.12

Expansion into adjacent market spaces

Figure 4.13

Expansion within single customers and market spaces

Figure 4.14

The service portfolio

Figure 4.15

The service catalogue and linkages between services and outcomes

Figure 4.16

Service catalogue and demand management

Figure 4.17

Service portfolio and service catalogues

Figure 4.18

Phases of service portfolio management

Figure 4.19

The service portfolio management process

Figure 4.20

Option spaces (tomato garden example)

Figure 4.21

The option space tool for IT service management

Figure 4.22

How executives allocate budget to strategic categories of service

Figure 4.23

An internal service provider focused on maintaining services (RTB)

Figure 4.24

An external service provider focused on expanding the scope of services (TTB)

Figure 4.25

Major inputs, outputs and activities of financial management for IT services

Figure 4.26

Cost by IT organization

Figure 4.27

Cost by service

Figure 4.28

Cost by customer

Figure 4.29

Cost by location

Figure 4.30

Hybrid cost model (service, customer, location)

Figure 4.31

Example of cost centres and cost units

Figure 4.32

Cost types and cost elements

Figure 4.33

A cost can be classified as direct or indirect in different cost models

Figure 4.34

Example – fixed and variable costs in a printing service

Figure 4.35

Common depreciation methods

Figure 4.36

Translation of cost account data to service account information

Figure 4.37

Examples of budget deviation analysis

Figure 4.38

Cost units and chargeable items

Figure 4.39

Tight coupling between demand, capacity and supply

Figure 4.40

Examples of patterns of business activity

Figure 4.41

Business activity influences patterns of demand for services

Figure 4.42

Example of activity-based demand management

Figure 4.43

Business relationship management activities

Figure 5.1

Strategy, policy and plan

Figure 5.2

Governance activities

Figure 5.3

Governance and management activities

Figure 5.4

Governance bodies

Figure 5.5

Using strategy to achieve balance

Figure 5.6

Enterprise architecture, strategy and service management

Figure 5.7

Strategy for organizations in trouble

Figure 5.8

Dealing with repeated trouble

Figure 5.9

Strategy for organizations in growth mode

Figure 5.10

Strategy for organizations planning radical change

Figure 6.1

Organizational value creation cycle

Figure 6.2

The centralized-decentralized spectrum

Figure 6.3

Stages of organizational development

Figure 6.4

Services through network

Figure 6.5

Services through direction

Figure 6.6

Services through delegation

Figure 6.7

Services through coordination

Figure 6.8

Services through collaboration

Figure 6.9

Three-step change process

Figure 6.10

Matching strategic forces with organizational development

Figure 6.11

Organizational design steps

Figure 6.12

Strategic components of a logical organization structure for an IT service provider

Figure 6.13

Strategic, tactical and operational components of an IT service provider’s logical organization structure

Figure 6.14

Linkage between customers and the service provider’s logical organization structure

Figure 6.15

Chief sourcing officer – an example

Figure 7.1

Services as socio-technical systems with people and processes as pivots

Figure 7.2

Degrading effect of variation in service processes

Figure 7.3

The flow from data to wisdom

Figure 7.4

The critical role of service interfaces

Figure 7.5

Types of service technology encounters (Froehle and Roth, 2004)

Figure 7.6

Example of a simple analytical model for the service desk

Figure 7.7

Simple LP model

Figure 7.8

Simple network model

Figure 8.1

Strategic planning and control process (Simons, 1995)

Figure 8.2

Design constraints driven by strategy

Figure E.1

The M_o_R framework

Figure E.2

ISO 31000 risk management process flow

Figure E.3

ISACA Risk IT process framework