Services Science and Management
Services Science and Management MGMT 150
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This 24 page Class Notes was uploaded by Mrs. Marvin Lowe on Thursday October 29, 2015. The Class Notes belongs to MGMT 150 at University of California - Merced taught by Staff in Fall. Since its upload, it has received 10 views. For similar materials see /class/231731/mgmt-150-university-of-california-merced in Business, management at University of California - Merced.
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Date Created: 10/29/15
Practiceoriented design of products services and expenences Service Science MGMT 150 COGS 152 University of California Merced October 1 2007 Jeanette Blom berg IBM Research Dotline V VVVVVVW Practiceoriented design Origins and premises Shift to focus on services Layers of IT enabled service design Experience Design Midmarket IT Services Design of IT Enabled Services Communication Portal Design of backoffice IT for services Solution Definition Manager Lessons from participatory design and design in use Directions in b2b service design 2 Ib r llv Bloom m IIIEEMJ Allle Wanda Genital Practiceoriented design Origins gt Xerox Palo Alto Research Center gt Focus on technology product design gt Focus on work practitioners as organizational actors and not users of technology Premises gt Neither pure work analysis or field testing of designed technologies gt Focus on integration of new technologies with existing practices and technology environments gt Use of casebased prototypes and other representational artifacts gt Establish working relations among researchers work practitioners designers developers and other relevant actors stakeholders g i ii Jeanette all m DIEM glle Research emtiar Practiceoriented design of products Field observations interviews and analysis Design ideas and representational artifacts Time October 1 2007 Jeanette Blomberg IBM Almaden Research Center What39s different about services gt Service providers and clients coproduce value in and through their interactions with one another gt Many services require the participation of the receiver of the service gt hair stylist client gt doctor patient gt teacher student gt IT service provider business client gt 39 I gt Relationships matter the important distinction is that the relationship has become a resource in itself thus the returns have now more to do with extending the scope content and process of the relationship Bryson Daniels and Warf from Service Worlds October 1 2007 Jeanette Blomberg IBM Almaden Research Center Innovation in Services Our economy is increasingly dependent on services yet our innovation processes remain oriented to products Stefan Thomke from Harvard Business Review April 2003 Services dominate economic activity in developed economies and yet understanding of innovation in this sector remains very limited At this early stage academic research about innovation in services is not well defined Henry Chesbrough from Financial Times October 2004 Services is an understudied field Matthew Realff Director NSF program on service science from NY Times article April 18 2006 Academia Dissects the Service Sector but Is It a Science Steve Lohr October 1 2007 Jeanette Blomberg IBM Almaden Research Center Layers of service design Service experience Technology that enables the service experience Backoffice technology that supports service delivery October 1 2007 Jeanette Blomberg IBM Almaden Research Center Experience Design Midmarket customer Local lT provider IBM relationships Design Points gt a quot quot gt Access to real known people 39 39 gt Flexibility one size does not fit all gt Multiple touch points the most appropriate for gt a r l the problem at hand gt Know my business and IT environment gt Reputation and trust developed through history of interaction and local networks October 1 2007 Jeanette Blomberg IBM Almaden Research Center Experience Strategy the flow of Experience brand experience m id market clients 7 lt Implement an experience Change to treating partners like that exceeds expectations customers like our other revenue streams Package for the partners Business in a Box This idea is enabled by the Local Services business model LS Attract customers and keep program serves the partners them they can t get this experience anywhere else The partner becomes an advocate of the IBM Corp October 1 2007 Jeanette Blomberg IBM Almaden Research Center Design of IT enabled services Communication portal Is my IT I sem Ze d L M Service level t t prom er om attainment i all they A t t n promised ccess o accoun t management team Is my business t supported by Deliveryteam my IT 39 performan investment October 1 2007 Jeanette Blomberg IBM Almaden Research Center Motivation and goals of the portal project gt l 39 39 gt IT service providers are going to market highlighting 39 39 their portal dashboard capabilities build trust and higher levels of credibility identify problems sooner and solve them faster execute decisions more I r effectively Service providers Without a focused customer portal gt r I strategy Will be left behind as the service provider industry consolidates and evolves Herb VanHook Meta Group 39 I 39 39 gt Push to accelerate portaldashboard offerings to stay 39 39 competitive and to leverage portal strategy as a key gt 39 r r differentiator gt Portal dashboard development effort initially focused on the executive level customer as the enduser CIO Director of Technology October 1 2007 Jeanette Blomberg IBM Almaden Research Center What is IT Outsourcing Services gt Two main types of outsourcing gt L L L 39 quot7 quot gt Tinfrastructure database administration quot 39 L L services storage management disaster v recovery and security services helpdesk gt I desktop services etc gt Business Process medical transcription claims processing accounting HR etc gt Reasons to outsource gt Cost reduction gt Focus on core competency gt Flexibility gt Reduce risk October 1 2007 Jeanette Blomberg IBM Almaden Research Center Findings Client Delivery Team Interactions gt Do you want the CIO to read problem reports from support team No It needs to be dressed up Delivery Project Executive With regard to the SLAs Service Level Attainment gt and availability information you want a review process before it goes to the customer We need to get our story together and in some cases the information is just wrong You want that level of review before the customer sees it And if you had an outage you want to be able to work the details and get a good story together what happened why what s being done when xed before the customer sees it if possible Delivery Project Executive October 1 2007 Jeanette Blomberg IBM Almaden Research Center Findings Presenting UT partrormance data The SLAs are green month after month but my employees are complaining about IT service Delivery Project Executive It s frustrating to me that when the SLAs are green month after month no one pays any attention to them You can t see how hard we work to keep the SLAs green month after month I wish there was a way to make this more visible Delivery Project Executive 39 I don t care whose fault it is when the cash registers aren t working my business suffers Customer am it WEI ergmun WWW Findings HT pedomance data is not enough The SLA measures are great but I don t feel like I m getting what I signed up for with my service provider I want you guys to bring your IT expertise to be proactive and help me with my business problems Delivery Project Executive I don t want the LoB executives to have direct access to IT performance information They wouldn t know how to interpret it And I don t want them talking directly to the IT delivery teams They might ask for things that are not part of our overall IT strategy Project Executive it Jeer e ta errantanme il lmptications for portal desio n y gt Portal communication affordances should be integrated with for example facetoface meetings telephone interactions email hardcopy reports gt Ability to print gt Ability to download into standard document file formats gt Use of portal in facetoface meetings gt Provide access to trending analysis and proactive recommendations not just SLA data V Explore ways of leveraging Portal strategy to shift focus of delivery team client interactions from IT performance metrics to client business metrics The work doesn t stop once all the SLAs are in place either The agreements require constant discussion and renegotiation as the needs of the business change Email response time and network availability statistics may look great to IT but the business may actually be seething about a wholly unrelated issue CIO Magazine November 1998 tr fl Jeanettb all m HEM Athenian Woman 3th Rethinking information transparency gt Transparency of meaning cannot be taken as a given gt Negotiation and reinterpretation of information is at the core of meaning making gt There is no single transparent window on service delivery performance gt Multiple ways of representing performance gt inscribed in thetools gt based on information accessible gt motivated by situation at hand gt The meaning of information is negotiated in working and organizational relationships gt Negotiating the meaning of IT performance is the ongoing work of client service delivery collaborations We re selling a dream but We must deliver an ongoing collaboration a r flu gleaming 131 DIEM All haggard nii 1r Design of backoffice enablers of IT outsourcing services Solution Definition Manager MM gt l l l and Enablement BM Bid gt Portfollo Management SF SOIUNOI I Delivery Fulfillment Growth oM opportunity Manag me t SD Solution Design r e 4 gt 69 Mnnfh quot399 P a 2 t E w Notlce ldel39ltlfy valldate Ouallfy implement Manage Close RFs Obtall l Chem Closethe Solutlol l Develop Proposal Develop Contract Develop nghrLevel Solutlon Approval gt Gain views on the work practice and organizational dimensions of the engagement solutioning practice gt Analyze engagement solutioning using complex service system framework gt Examine the business organizational and individual practices of SO engagement gt Identify key integration points information and value flows and transformations between the organization people and technology gt Challenge Engagement Solutioning is owned by multiple stakeholders and organizations October 1 2007 Jeanette Blomberg IBM Almaden Research Center SO Engagement Context It is like a sports team where gt the players all know their role and the common plays gt gt however the success or failure of the team is dependent on the mix of talent gty I 39 knowledge and experience of the players gt N I I I H L a and circumstances on the field versus 39 what s in the pla book gt gt October 1 2007 Jeanette Blomberg IBM Almaden Research Center Solutioning Practices millmum n Mum1 51mm Wu Mmgmmhmtsxmtuys Box 1 Box 6 mm mu mm u 1 ai 39LJ mm mm 9 mm was mum mummy mume Harvmummyka mum gm mun mam Miami Cm munm m4trurt Mumtm Wigwam Hit 011lemany unsatng we was v magma pmhkmgwm anzvxmnknmnwm xm mi mmm umm mum kmmwmus mamMuqmmm m mwmmum um I ma M11 2me I i E m mzcnmcmmnc W m WWW mm mm m k Mmmmmm mmmn it W October 1 2007 Jeanette Blomberg IBM Almaden Resear h Center Engagement documents received from the client are reviewed iteratively from multiple perspectives eg sales technical delivery HR legal financial Vendor shall remove data network nodes and cabling ANconnected equipment and cab and data network equipms 39 locationsv 39quot by cier equip accorL approve operational minimizing disrupuc ces Review with and obtain client s approval as to the vocation of such decommissioned equipm c t be that removal of all vendor mainte be tradein or redeployment lquot Collaborative V an ICE Review October 1 2007 Jeanette Blomberg IBM Almaden Research Center Engagements with multiples towers and geographies often have crosstower dependencies that can get out of synch leading to costly downstream rework i quot 39 39 39 l v El39ly l 7 f39iix iiiii quot1 l r 7 r 7 quotBack and forth you know a desktop TSA may have a dependency TSA TSA TSA TSA upon me to handle disposal of old eqUIpment Well the TSA may E record that as an assumption Well guess what I don t see that assumption until everything is consolidated and there s a big group gt review and now all of a sudden it becomes a point of discussion with executives on the line that well wait a minute desktop assumes that you re going to throw this stuff away for them in a secure fashion And because I don t know about it I can t adjust or communicate back that gt no that s not something I do but here s how you can go get that lt coveredquot quotPerhaps you have a dependency that you need to place against the other tower Right now nothing in our tools supports communicating that kind of information That kind of communication comes strictly out of verbal conversations and drange iep Desk EUS Security Storage notes back and forth and it could get buried quot October 1 2007 Jeanette Blomberg IBM Almaden Research Center Layers of service design Service experience Technology that enables the service experience Backoffice technology that supports service delivery October 1 2007 Jeanette Blomberg IBM Almaden Research Center Directions in b2b service design gt Understand the service provider client gt interactionsrelationships where value is gt created gt Recognize the risks of undermining the service provider client relationship gt w gt in selfservice and automation L I L gt in standardization of services gt l gt Recognize that innovation occurs in the interactions between service provider and client gt v 39 I xi gt Design for ongoing participation and design quot in use gt October 1 2007 Jeanette Blomberg IBM Almaden Research Center