SPI Service Lifecycle Management Maturity Model

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1. Leadership Vision, Strategy and Culture: (CEO)

A unique view of the future and the role the service organization will play in shaping it. A clear and compelling strategy provides a focus for the organization and galvanizes action. Effective strategies bring together target customers, their business problems, and how a solution solves those problems differently, uniquely, or better than its competitors. For a service strategy to be effective, the role and charter of the service organization must be defined, embraced, communicated and supported throughout the company. Depending on whether the service strategy is to primarily support the sale of products, or to drive service revenue and profit; service organization goals and measurements will vary. Leadership skills and competencies must mature as the organization matures. Culture is the unwritten customs, behaviors and beliefs that determine the “rules of the game” for decision making, structure and power.

 

2. Client Relationships: (Marketing and Sales)

The ability to communicate effectively with employees, partners and customers to generate and close business and win deals. Effective client management involves improving relationships to better understand client needs, while ensuring clients will continue to buy and provide references and testimonials.

 

3. Human Capital Alignment:
(Human Resources) the ability to attract, hire, retain and motivate a high quality consulting staff. With changing workforce demographics, talent management has increased in importance. High-caliber employees represent the essence, brand and reputation of the firm. PSOs are starting to adopt hybrid on and off-site staffing models which put increased pressure on customer-facing staff to develop client relationships and more carefully define client requirements. Demands for career planning, skill development and flexible work options have intensified.
4. Service Execution (Engagement/Delivery)

The methodologies, processes and tools to effectively schedule, deploy and measure the quality of the service delivery process. Service execution involves a number of factors: from resource management, to delivering projects in a predictable and acceptable time frame, to reducing cost while improving project quality and harvesting knowledge. Processes include resource management, project planning and quality control, knowledge management and methodology and tool development.

 

5. Finance and Operations: (CFO)

The ability to manage services profit and loss — to generate revenue and profit while developing repeatable operating processes. The finance and operations pillar focuses on revenue, margin and cost and the financial, contractual and IT operating processes and controls required to run a profitable and predictable business.