{"id":4600,"date":"2013-11-20T00:14:04","date_gmt":"2013-11-20T00:14:04","guid":{"rendered":"https:\/\/multiacademstg.wpengine.com\/20000academy\/blog\/2013\/11\/20\/service-portfolio-management-services-come\/"},"modified":"2025-05-28T15:10:26","modified_gmt":"2025-05-28T15:10:26","slug":"service-portfolio-management-services-come","status":"publish","type":"post","link":"https:\/\/staging.advisera.com\/20000academy\/blog\/2013\/11\/20\/service-portfolio-management-services-come\/","title":{"rendered":"Service Portfolio Management \u2013 Services, where do they come from?"},"content":{"rendered":"

I am sure you noticed, throughout the framework, that everything is about service: service availability, capacity, continuity… From my experience, the customer is also (somewhere) in the middle. But no services \u2013 no customer. Or… vice-versa? Service Portfolio Management is a process within the scope of ITIL<\/a> (to be precise, within the Service Strategy phase of the service lifecycle), which ensures that an IT organization provides the right mix of services to satisfy business needs. In real life, this means providing the right services, to the right customers \u2013 at the right point in time.<\/p>\n

Sources<\/h2>\n

So, the logical question is: Where does the service come from? There are a lot of sources, and it’s hard to point to a single process. On the other side, they have common a \u201cdestination\u201d \u2013 the Service Portfolio. The task of the Service Portfolio Management process is to assess and approve new or changed services<\/a> and manage them throughout their service lifecycles. Nevertheless, let\u2019s see…<\/p>\n

Strategic Management for IT Services process<\/a>\u00a0\u2013 this is (usually) what management of the company does as a continuous process, e.g. look for new markets, search for new customers and opportunities, etc. One of the deliverables of the process is a Strategic Plan<\/a>. What does the Strategic Plan contain? Many things, but seen from the scope of the Service Portfolio point of view \u2013 new business opportunities, i.e. outcomes in the form of services to satisfy those needs. Service Portfolio Management will evaluate<\/a> such opportunities from a financial and feasibility point of view. Therefore, the Service Plan is one of the valuable inputs to the Service Portfolio Management process.<\/p>\n

Business Relationship Management process (BRM)<\/a>\u00a0\u2013 this is a more \u201clively\u201d source of new (or changed existing) services. People from BRM<\/a> are in a (as tight as possible) connection with customers. They don\u2019t measure and discuss performance, but they maintain business relationships with customers. That means that requests or initiatives for new services don\u2019t come in a formalized document (as was the case with the Strategic Plan), but more in the form of \u201cHey, I noticed that they a lack solution for\u2026\u201d And, there you go \u2013 a new request for service is created.
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