Services

Recently I have been enjoying the "Pheonix ProjectThis is one of those novels of IT and, like a good Disney movie, you know it is just a story but it engages on many levels and includes strong messages. In the Pheonix Project the authors make much of the parallels between traditional manufacturing and IT operations. I am a big fan of this idea and something very similar is at the heart of the next chapter in our story about a service oriented operating model for IT.

In this latest post on a service-oriented operating model for IT I will cover mapping out the IT value chain. There are quite a few steps which lead up to this point so start here if you want a reminder and don’t forget these warnings.

I have been writing a series of posts about implementing an operating model for IT which is based upon services. If you followed the last post you will have already started to engage your key stakeholders and they will already be thinking about their IT needs and their role in making the IT ecosystem work. Now you will be looking for advice on how to map out the value chains for the new IT model.

This post is one of a series about developing a service-oriented operating model for IT. Previous posts have covered:

This is first of a series of follow ups to my blog post about a service-oriented operating model for IT. These posts are based upon some of my insights and experience of putting this model into practice and I hope they will either help you develop your own thinking or provoke you to share your own ideas.

Recently I read an article on the on-line version of Forbes by Mark Settle. Mark was proposing an IT operating model which he calls “Broker/Integrate/Orchestrate” as a replacement for a more traditional approach he refers to as “Plan/Build/Run”. The article is well written but I think Mark creates an artificial gulf between these two ways of looking at IT and neglects another useful alternative: an operating model based upon a portfolio of services.