VeriSM™

Stand up for Service Management!

«Stand up and fight» sang Francis Rossi 1986, der Frontmann der Status Quo! Status Quo erleben wir, so mein Eindruck, in der heilen ITSM Welt. Wir sprechen etwas von Agil, auch über ITIL® 4 und...

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VeriSM™ Applied in a XaaS Model – Satya Misra – HCL

1 Introduction In the present era of digitalization, with the proliferation of cloud and mobility, there are a variety of services and applications available for access on demand over the internet....

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VeriSM describes a service management approach from the organizational level, looking at the end to end view rather than focusing on a single department. Based around the VeriSM model, it shows organizations how they can adopt a range of management practices in a fl exible way to deliver the right product or service at the right time to their consumers. VeriSM allows for a tailored approach depending upon the type of business you are in, the size of your organization, your business priorities, your organizational culture – and even the nature of the individual project or service you are working on.

Rather than focusing on one prescriptive way of working, VeriSM helps organizations to respond to their consumers and deliver value with integrated service management practices.

The VeriSM Model

In the model, governance overarches every activity, keeping a strong focus on value, outcomes and the organization’s goals. Service management principles are then defined for the organization. These act as guardrails, to make sure that all products and services are aligned with the needs of the organization. Principles will be defined for areas including security, risk, quality and use of assets, and then communicated to all of the staff who are involved with the development and operation of products and services.
The unique element of the VeriSM model is the management mesh. This provides a fl exible approach that can be adapted depending on the requirements for a particular product or service. The mesh includes:
• Resources
• Environment
• Emerging technologies
• Management practices

For each product or service, these areas are considered and the mesh is fl exed where necessary.
Let’s take an example. A bank wants to create a mobile application that will let users send money to their friends with just one click. The mesh for this product could include agile development practices to get rapid feedback about the new product. The bank can use its capabilities and work in innovative ways, but they must still recognise the service management principles associated with security and risk.

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