Can you give me an example of the dynamic nature of the SVC?
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As we've already talked about, it's six interconnected activities. And the important point is to remember, that they don't come one and then the next one or the next one next one, they overlap, they move together. They combine and they intertwine. So if for the sake of argument, let's use an example that you are producing a new IT system. Let's use IT as example and IT system or an IT application, you have a plan, you have the plan, the strategy that comes from the organization as to what are the governance requirements for any of your development, what you're allowed to do, what you're not allowed to do, the rules or regulations, the laws you need to adhere to, you are then going to engage in you're going to engage with either the consumer who is asking for the product or the service or the application in this case, or even the the developers who are you're going to use. Your partners, the third parties, the internal partners, the it can be a whole variety of people who are going to be engaging with in order to move forward with your application, which is going to require you to design and then transition that into a living, breathing application if you like. So we have design and transition, we have engage, we have plan. Now it might be that you're not going to actually deliver all of that application yourself, you're going to ask external sources to write bits of code for you, you're gonna ask external sources to test it for you. You're gonna ask external sources to provide you with information with extra pieces of equipment. Whatever it happens to be, so you would be going out and you would be obtaining and building those with those external parties in line with your design and transition. Making sure that you are constantly engaging, to make sure that they are all defining and delivering the services or the products that you're asking for, in conjunction with that plan with that strategy. When we get to the point of the application being at the point of testing, we're going to deliver that to our testers. And they are going to then do the testing. We're doing deliver and support or delivery and support at this point, because we're delivering it to them. And we're gonna be supporting them. After they've completed the testing and assuming that So okay, we will go back to engage to see whether the consumers happy with the test of whether they're ready to receive the new service or the new application, we just check in with design and transition to make sure that absolutely all of the T's have been crossed, and all the eyes have been dotted. We talked to the commercial teams and make sure from the obtain and build, that all of the IPR is sorted out that all of the rights and the copyright has been agreed, sorted, signed and sealed. And we keep going back to plan and make sure that we're still in line with the laws and the rules and the regulations. And then we can actually release the application to the user community. And again, we're back into our delivering support via the design and transition. And we are going to deliver and support that product that service that application for its finite lifespan. running throughout all of these activities, we have continual improvement, because every time we do any form of activity, we should be looking back and saying, Can we do it better? Can we do it faster? Could we potentially from a provision perspective, do it slightly cheaper, but still keep that level of quality? So running throughout the service value chain is this continual improvement because every time we're doing something we're trying to see, can we do it better, faster, cheaper. Sometimes we can, sometimes we can't. So again, we are talking about these interconnected activities. None of them take priority over one another. They're all used at various points at various times with various levels.

About the Author

Martin is a professionally qualified and experienced IT Professional with over 25 years of experience in the IT industry. He has held a number of senior roles and has experience of large-scale IT Service Management implementation programs both in public and private sectors. He has over 15 years of experience working for QA as both a Senior principal lecturer/consultant and as Head of Service Management Product Development. Martin has delivered training to a wide variety of audiences, both UK and internationally, to consistently high levels of customer satisfaction.

His main role at QA is acting as a Head of Service Management Product Development to enable QA to deliver high quality, interactive training in the following areas:

  • Delivering a wide range of public ITIL, SIAM, and BRM courses
  • Delivering onsite ITIL and SIAM courses
  • Developing high-quality QA authored Service Management courses and courseware across all delivery mechanisms including classroom, e-learning, and virtual
  • Working with Industry partners to develop new curricula and courses – Recent examples include ITIL Practitioner and the BCS EXIN SIAM Foundation qualifications