Retirement or divestiture

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By determining the allocation of budget into run-the-business, grow-the-business or transform-the-business service categories, executives are not only affirming their risk tolerance on SPM, but are directly affecting the modes of operations implemented by the operational staff. The distribution of services from RTB to TTB will reflect the nature of the organization: predominantly RTB if IT is a cost centre (back-office) (Figure 5.20), predominantly TTB if IT is an investment centre (commercial provider) (Figure 5.21).

Figure 5.20 Option space: focused on maintaining services (RTB)

Figure 5.21 Option space: focused on expanding the scope of services (TTB)

Approve

The previous phases have led to a well-understood future state (‘to be’). This is where deliberate approvals or disapprovals of that future state take place. With approvals, comes the corresponding authorization for new services and resource s.

The outcomes for existing services fall into six categories:

• Retain – largely self-contained, with well-defined asset, process and system boundaries, these services are aligned with and are relevant to the organization’s strategy.
• Replace – these services have unclear and overlapping business functionality.
• Rationalize – often organizations discover they are offering services that are composed of multiple releases of the same operating system, multiple version s of the same software and/or multiple versions of system platforms providing similar function s.
• Refactor – often services that meet the technical and functional criteria of the organization display fuzzy process or system boundaries. An example would be a service handling its own authentication or continuity function s. In these cases, the service can often be refactored to include only the core functionality, with common services used to provide the remainder. Refactoring is also useful when a service embeds potentially reusable business service s within itself.
• Renew – these services meet functional fitness criteria, but fail technical fitness. An example may be a service whose fulfilment elements include a mainframe system and frame relay network that still supports business-critical processes where the strategic direction of the organization is to retire the mainframe platform and source an MPLS (Multi-Protocol Label Switching) WAN.
• Retire – services that do not meet minimum levels of technical and functional fitness.

Charter

Begin with a list of decisions and action items. These are to be communicated to the organization clearly and unambiguously. These decisions should be correlated to budgetary decisions and financial plans. Budget allocations should enforce the allocation of resource s.

The expected value of each service should be built into financial forecasts and resource plans. Tracking both tracks the progress of service investments. Newly chartered services are promoted to Service Design. Existing services are refreshed in the Service Catalogue. Retired services begin their sunset to Service Transition.

Дата добавления: 2015-11-14