Practice_Service catalogue management 服务目录管理
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服务目录管理实践确保所有利益相关者都引用一个单一的，有关服务和服务产品的一致信息源。它还有助于向所有利益相关者提供有关服务和服务产品的相关观点，并使其需求和访问级别相匹配。
有许多内部和外部利益相关者可以在他们的工作中访问和使用服务和服务产品的各种视图。其中包括用户，现有和潜在客户，生产团队，支持团队，供应商经理，关系经理等。他们的服务目录视图在范围和结构上有所不同，并包含来自其他来源的信息。例如，内部团队可能需要有关服务的技术细节，支持团队的结构，用户列表，以及不需要或不允许包含在面向用户的服务目录中的其他信息。
服务目录管理实践确保为所有组提供服务和服务供应信息的单一来源，并与其他实践（包括服务配置管理，服务财务管理，关系管理，供应商管理，服务请求管理等）一起，支持与其他来源进行有效的信息交换。
服务目录管理实践涵盖了组织管理的所有服务，包括内部，外部，提供和使用的服务。例如，供应商经理的视图可能包括组织所使用的第三方服务以及依赖于它们的组织的服务。
2.2 术语和概念
可以将组织的资源配置到生产到供应价值中，以用于消费者或
消费者组。
一个生产并不总是对消费者完全可见，也不是一个消费者组所独有的，因为它可以用于解决几个不同组的需求。例如，软件服务可以作为更简单的版本供个人用户使用，也可以作为更全面的公司版本提供。不论消费者如何，都可以存在产品。
组织提供的服务基于其一种或多种产品。一个服务发生在带有消费者的交互上，该消费者变成了服务关系。为了启动此关系，组织必须向潜在的客户提供服务供应，并应对服务协议进行签名。
生产的可见部分在一个或多个针对以下产品的需求的服务产品中进行了描述：潜在的服务消费者。通常在服务目录中为潜在客户提供服务产品。对于现有客户，服务目录提供了有关正在使用的服务以及与之相关的协议的视图。这些视图基于客户组织中利益干系人的角色。
“ 服务目录”一词通常是指对服务和服务产品的定制视图。在服务目录实践的背景，也可以用于服务数据的集合，用作所有服务目录视图的单一来源。这可以作为集中式数据库或组织的不同团队管理的多个数据库进行管理。该实践确保数据的集成和服务的质量相关信息有效。这包括确保服务信息是正确的，最新的并且可供相关的利益相关者使用。要使多个价值流具有紧密的集成和背景中的其他实践，需要这样做。
请求目录是针对用户的，也可以由服务提供者的团队使用当他们与用户互动时。作为服务目录实践的一部分，请求目录保持正确且最新的状态。
2.3 范围
服务目录管理实践的范围包括：
定义适当的服务描述结构，以使服务目录具有良好的结构并满足利益相关者的需求的要求，包括商定的强制属性和关系
捕获服务信息并保持最新，确保服务目录中的数据的质量
为利益相关者群体定义服务目录的不同量身定制的视图，并在达成协议后实施服务目录结构的视图和更改
发布服务目录并为不同的利益相关者管理不同的视图
尽管活动和责任领域仍与XTC8111紧密相关，但它们并不包含在服务目录管理实践中。表2.1中列出了这些内容，以及对可以找到它们的实践的引用。重要的是要记住，ITIL实践只是价值流的背景中使用的工具的集合；根据情况，应将它们组合在一起。
The service catalogue management practice ensures that all stakeholders refer to a single,
consistent source of information about services and service offerings. It also helps to provide all stakeholders with relevant views on services and service offerings, matching their needs and level of access.
There are many internal and external stakeholders who have access to and use various views of services and service offerings in their work. These include users, current and potential customers, product teams, support teams, supplier managers, relationship managers, and others. Their service catalogue views are different in scope and structure and include information from different additional sources. For example, internal teams may need technical details on services, the structure of support teams, lists of users, and other information that is neither required nor allowed to be included in a user-facing service catalogue.
The service catalogue management practice ensures a single source of service and service offering information for all groups and supports effective information exchange with other sources, in conjunction with other practices including service configuration management, service financial management, relationship management, supplier management, service request management, and others.
The service catalogue management practice covers all services managed by an organization, including internal, external, provided, and consumed. For example, a supplier manager’s view may include the third-party services that are consumed by the organization, as well as the organization’s services that are dependant on them.
2.2 TERMS AND CONCEPTS
Organization’s resources can be configured into a product to offer value for a consumer or
consumer group.
A product is not always fully visible to the consumer and is not exclusive to one consumer group as
it can be used to address the needs of several different groups. For example, a software service can be offered as a simpler version for individual users, or as a more comprehensive corporate version. Products can exist regardless of the consumer.
The services that an organization provides are based on one or more of its products. A service
occurs during an interaction with a consumer, which becomes a service relationship. In order to start this relationship, an organization must present a service offering to a potential customer and a service agreement should be signed.
The visible part of a product is described in one or more service offerings addressing the needs of
potential service consumers. Service offerings are often presented in a service catalogue for potential customers. For existing customers, a service catalogue provides a view on the services being consumed and agreements associated with them. These views are based on the stakeholder’s role within the customer organization.
The ‘service catalogue’ term usually refers to a tailored view on services and service offerings. In
the context of the service catalogue practice, it can also be used for a collection of service data used as a single source of all service catalogue views. This may be managed as a centralized database or as multiple databases that are managed by different teams of the organization. This practice ensures effective integration of the data and quality of service-related information. This includes ensuring that the service information is correct, up to date, and available to relevant stakeholders. A close integration with other practices in the context of multiple value streams is needed to make it possible.
Request catalogues are addressed to users and can also be used by the service provider’s teams
when they are interacting with users. As part of the service catalogue practice, request catalogues are maintained in a correct and up-to-date condition.
2.3 SCOPE
The scope of the service catalogue management practice includes:
defining the appropriate service description structure for the service catalogue to be well- structured and meeting the needs of stakeholders, including the agreed mandatory attributes and relationships
capturing the service information and keeping it up to date, ensuring the quality of data in the service catalogue
defining the different tailored views of the service catalogue for the relevant groups of stakeholders and, once agreed, implementing the views and changes to the service catalogue structure
publishing the service catalogue and managing different views for different stakeholders
There are several activities and areas of responsibility that are not included in the service catalogue management practice, although they are still closely related to service catalogue management. These are listed in Table 2.1, along with references to the practices in which they can be found. It is important to remember that ITIL practices are merely collections of tools to use in the context of value streams; they should be combined as necessary, depending on the situation.
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