This lesson discusses the value chain activity that provides a good understanding of stakeholder needs, transparency, continual engagement, and good relationships with all stakeholders.
is the engage value chain activity. The purpose of the engage value chain activity, is to provide a good understanding of the stakeholder needs to ensure continual engagement with all of the stakeholders is occurring, and to promote good transparency and good relationships with all of our stakeholders. Really when we talk about engage, both internally and externally to our organization. So when I think about the different inputs to the engage activity here, I'm thinking about the product and service portfolio that I'm going to get from plans. When I get the product and service portfolio, I then can think about who do I need to start engaging with? Who needs to know about this new roadmap? Who needs to know that there's a new product coming online? Who needs to know what they can provide into that service, or to that part of that service portfolio? That's the whole idea there, is communicating that inward and outward across the organization and out to your partners. Also, we're going to be looking for inputs for high level of demand for services and products. This is something we're going to see usually from our customers, and so as part of engage, we're going to listen to our customers and what they want. For example, if I have a hundred students who reach out to me and tell me, hey Jason, I want you to start offering X certification product, we might start listening to that, and go build that certification, and put that into our plans, and move that throughout our whole lifecycle, right? It all depends on what the demand is for our services and our products, and we listen to our customers on that. One of the reasons why we hire for the Prince2 certification is because a lot of my ITIL students had said, hey, I want to get a project management certification, will you offer Prince2. And so we we went out, because we had a large enough demand, and we did that. Another input is the request and feedback you get from your customers. As you go through this course, we ask for reviews and feedback from you. If you tell us that you don't like it because Jason talks too long in his examples, then next time we build a course, we'll use less examples. We've gotten a lot of that type of feedback over the years of things we can change and make better, and we implement that each and every time. You want to do the same thing with your IT services. You're always wanting to get feedback from your customers, and then using that feedback, you can make a better product. Next, we also want to think about the incidents, the service requests and feedback from your end users. This may be different from your customers, right? In my case, my customers are my users, but if we look at this form a large IT sense, I might have a customer who buys a service for hundreds of users underneath them. In that case, I need to think about the feedback differently from the customer level and from the user level. When you take all that input in, it helps you in your engagement to figure out what you're doing right, and then you can pass that information over to the improve process, so they can then work it into the improvement plans. Also, another input we have is information on the completion of user support tasks from delivery and support. One of the big things that your engage is going to be working closely with, is delivery and support. Because in delivery and support, that's where your service desk comes into play. That's where your operations comes into play. That's where you're going to be reaching out and touching your end users and getting their feedback directly. So, being able to look at that, and feeding that information back through delivery and support, into the engage process, and from engage out to the other parts of the service value chain, is really important. Next, we also want to consider the input of our market opportunities. As we look at the market and we see what the demand looks like and the opportunities, we can then figure out what our current Why? Because this is a coordinated and interlinked effort. Next, we have our knowledge and information about our third-party service components, from suppliers and partners. Just like we did before, we have that again here inside the engage activity. We also want to make sure we're getting product and service information from across the lifecycle and from the deliver and support team. As they feed that into us, we can then coordinate it and push it out across all of the different pieces and the different activities in our service value chain. Next, we also have our improvement initiatives and plans. We're going to get those from improve. And as the engagement folks, what are we going to do with those? Well, we're going to tell people about them. Hey, students, we're improving the course and releasing a new course on X day. We get that from the plans, and then we pass it out to our customers, our users, and our consumers. And finally, we also want to get improvement status reports from improve. And then again, we can share that information out as part of engage. When I think about engage, I always like to think about telling people something. I'm communicating with somebody, right? So, what are some of the outputs we have when we talk about engage? Well, we have consolidated demands and opportunities. As we collected all that information from the marketplace and our customers, we're now going to turn around, consolidate it, and pass it over to plans, so they can put that into our overarching plans. We're also going to look at our product and service requirements that we got, and we're going to give those to design and transition, so they can build better services. We're also going to take the user support tasks and requirements and give those over to delivery and support, so they can actually provide the end users what they need. So, if you as a student come to the engage part of our company, and say I need more study guides, then we can then pass that over to design and transition who can design it. Then we can get it to obtain and build, who will build it, and then we give it to deliver and support who will deliver it to you as a student. And it works that way where these processes are inter-related. We are also going to have an output of improvement opportunities, and stakeholder feedback, as we collect all of that, because we're the ones interacting with all of those external organizations, we're going to take that and pass it over to the improve process or activity, so they can work with it. We're also get things like change or product initiative requests and we're going to get all of those, consolidate them, and pass them over to the obtain/build. Again, we're dealing with contracts, right, and agreements. And if we get those contracts and agreements from the external and internal suppliers, we're then going to pass this over to obtain and build and design and transition, so that they can get the services and products that those contracts rely upon. We're also going to be looking at the output of knowledge and information about our third-party service components, because we collected all that information, but we, as engage, aren't going to do much with it. Instead, we want to pass it to the plans folks, the designs folks, the transition folks, the obtain and build folks, the deliver and support folks. All of them need this information, and we're the people who collect it, so we're responsible for passing it back out. And finally, one of the things we collected was service performance reports, right? We got all that information from all of the different parts of the service and now we want to communicate that back out to our customers. Hey, our availability is 99.999%, as measured by X, Y and Z. Let me give that report to the customers so they know what they're getting. That's the idea in engage. Engage is the glue that makes all of the service work. It's all of the communication that occurs. Things come in, things get processed and things get pushed out, to and from all the different activities, processes, customers, stakeholders, consumers and suppliers and partners. All of that works because engage is at the center of it. It's all the people who make the communication happen.
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- ITIL® and the fourth industrial revolution
- The four dimensions of service management
- The service value system
- ITIL® guiding principles
- Service value chain activities
- Continual improvement
- General management practices
- Service management practices
- Technical management practices