Functions are units of organizations specialized to perform
a certain type of work and responsible for specific
outcomes. They are self-contained with capabilities and
resources necessary for their performance and outcomes.
Capabilities include work methods internal to the
functions. Functions have their own body of knowledge,
which accumulates from experience. They provide
structure and stability to organizations.
Functions are means to structure organizations to
implement the specialization principle. Functions typically
define roles and the associated authority and responsibility
for a specific performance and outcomes. Coordination
between functions through shared processes is a common
pattern in organization design. Functions tend to optimize
their work methods locally to focus on assigned outcomes.
Poor coordination between functions combined with an
inward focus leads to functional silos that hinder
alignment and feedback critical to the success of the
organization as a whole. Process models help avoid this
problem with functional hierarchies by improving cross-
functional coordination and control. Well-defined processes can improve productivity within and across
functions.
Processes are examples of closed-loop systems because
they provide change and transformation towards a goal,
and utilize feedback for self-reinforcing and self-corrective
action (Figure 2.2). It is important to consider the entire
process or how one process fits into another.
Process definitions describe actions, dependencies and
sequence. Processes have the following characteristics:
■ Measurable– We are able to measure the process in
a relevant manner. It is performance driven. Managers
want to measure cost, quality and other variables
while practitioners are concerned with duration and
productivity.
■ Specific results – The reason a process exists is to
deliver a specific result. This result must be individually
identifiable and countable. While we can count
changes, it is impossible to count how many Service
Desks were completed.
■ Customers – Every process delivers its primary results
to a customer or stakeholder. They may be internal or
external to the organization but the process must
meet their expectations.
■ Responds to a specific event – While a process may
be ongoing or iterative it should be traceable to a
specific trigger.
Functions are often mistaken for processes. For example,
there are misconceptions about Capacity Management
being a service management process. First, Capacity
Management is an organizational capability with
specialized processes and work methods. Whether or not
it is a function or a process depends entirely on
organization design. It is a mistake to assume that
Capacity Management can only be a process. It is possible
to measure and control capacity and to determine
whether it is adequate for a given purpose. Assuming that
it is always a process with discrete countable outcomes
can be an error.
Specialization and coordination are necessary in the
lifecycle approach. Feedback and control between the
functions and processes within and across the elements of
the lifecycle make this possible. The dominant pattern in
the lifecycle is the sequential progress starting from
Service Strategy through Service Design, Service Transition,
Service Operation and back to Service Strategy through
CSI. That however is not the only pattern of action. Every
element of the lifecycle provides points for feedback and
control.
The combination of multiple perspectives allows greater
flexibility and control across environments and situations.
The lifecycle approach mimics the reality of most
organizations where effective management requires the
use of multiple control perspectives. Those responsible for
the design, development and improvement of processes
for service management can adopt a process-based
control perspective. Those responsible for managing
agreements, contracts and services may be better served
by a lifecycle-based control perspective with distinct
phases. Both these control perspectives benefit from
systems thinking. Each control perspective can reveal
patterns that may not be apparent from the other.
a certain type of work and responsible for specific
outcomes. They are self-contained with capabilities and
resources necessary for their performance and outcomes.
Capabilities include work methods internal to the
functions. Functions have their own body of knowledge,
which accumulates from experience. They provide
structure and stability to organizations.
Functions are means to structure organizations to
implement the specialization principle. Functions typically
define roles and the associated authority and responsibility
for a specific performance and outcomes. Coordination
between functions through shared processes is a common
pattern in organization design. Functions tend to optimize
their work methods locally to focus on assigned outcomes.
Poor coordination between functions combined with an
inward focus leads to functional silos that hinder
alignment and feedback critical to the success of the
organization as a whole. Process models help avoid this
problem with functional hierarchies by improving cross-
functional coordination and control. Well-defined processes can improve productivity within and across
functions.
Processes are examples of closed-loop systems because
they provide change and transformation towards a goal,
and utilize feedback for self-reinforcing and self-corrective
action (Figure 2.2). It is important to consider the entire
process or how one process fits into another.
Process definitions describe actions, dependencies and
sequence. Processes have the following characteristics:
■ Measurable– We are able to measure the process in
a relevant manner. It is performance driven. Managers
want to measure cost, quality and other variables
while practitioners are concerned with duration and
productivity.
■ Specific results – The reason a process exists is to
deliver a specific result. This result must be individually
identifiable and countable. While we can count
changes, it is impossible to count how many Service
Desks were completed.
■ Customers – Every process delivers its primary results
to a customer or stakeholder. They may be internal or
external to the organization but the process must
meet their expectations.
■ Responds to a specific event – While a process may
be ongoing or iterative it should be traceable to a
specific trigger.
Functions are often mistaken for processes. For example,
there are misconceptions about Capacity Management
being a service management process. First, Capacity
Management is an organizational capability with
specialized processes and work methods. Whether or not
it is a function or a process depends entirely on
organization design. It is a mistake to assume that
Capacity Management can only be a process. It is possible
to measure and control capacity and to determine
whether it is adequate for a given purpose. Assuming that
it is always a process with discrete countable outcomes
can be an error.
Specialization and coordination are necessary in the
lifecycle approach. Feedback and control between the
functions and processes within and across the elements of
the lifecycle make this possible. The dominant pattern in
the lifecycle is the sequential progress starting from
Service Strategy through Service Design, Service Transition,
Service Operation and back to Service Strategy through
CSI. That however is not the only pattern of action. Every
element of the lifecycle provides points for feedback and
control.
The combination of multiple perspectives allows greater
flexibility and control across environments and situations.
The lifecycle approach mimics the reality of most
organizations where effective management requires the
use of multiple control perspectives. Those responsible for
the design, development and improvement of processes
for service management can adopt a process-based
control perspective. Those responsible for managing
agreements, contracts and services may be better served
by a lifecycle-based control perspective with distinct
phases. Both these control perspectives benefit from
systems thinking. Each control perspective can reveal
patterns that may not be apparent from the other.
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