What is - Customer Portfolio (CP): A starter tool for BRM

ITIL - Service Strategy / Business Relations Management

What is -
Customer Portfolio (CP): A starter tool for BRM

The customer portfolio is a database used to record all customers of the IT service provider.  It is used by many processes but is defined and maintained in the business relation management process.  It provides insight into the customer and is developed from the point of view of the business relationship manger.  It allows the service provider to understand who the customers are and make the distinction between customers and users.  This enables the BRM to be able to define who the customer is and who in that organization has the authority to make decisions about which services are needed and their respective requirements.

Link:
https://buff.ly/2JnURxh

Resources vs Capabilities in ITIL Service Strategy

Resources and Capabilities in ITIL Service Strategy

ITIL classifies Resources as: Financial Capital, Infrastructure, Applications, Information and People while it classifies Capabilities as: Management, Organisation, Process, Knowledge and People. If you’ve noticed, People have been tagged twice, once in Resources and once Capabilities. The headcount of the people working in the organisation is tagged within resources while the combination of the skill sets and the capabilities of the headcount are tagged in capabilities.

https://eqsystems.co.in/resources-and-capabilities-of-itil/

https://itilblues.wordpress.com/2007/11/20/itil-v3-the-use-of-resources-and-capabilities/

ITIL: The Politics of IT Service Valuation

ITIL - Service Strategy: Service Valuation


Points to consider:

Service Value - "the true value of an IT service is only possible to ascertain in the context of the enterprise’s end-customer."

"It makes more sense to value IT services based on the risk the enterprise faces should its products not meet needs of its end-customers. Business risk then, not customer perception, is the right place to start valuing IT services."

"Measure the enterprise value at risk, and you have the basis for actionable and quantifiable decision-making that is inherently self-justifying. Empirically quantified enterprise value at risk may just be the long sought after means to attain the most elusive of IT desires—alignment with the business, control of costs, and quality improvements"

Link:
http://www.itsmwatch.com/itil/article.php/3728496/The-Politics-of-IT-Service-Valuation.htm

NOTE: Value can change with time

Service Strategy: Risks vs Challenges

Have you ever differentiated between RISKs & CHALLENGEs?
I came across these two terms again in trying to understand ITIL-Service Strategy.

Kevin Archbold explains it well below:

A risk is something that could happen, that you'll look to prevent if possible, or have contingencies in place. 

A challenge is something that is already the case that you'll have to deal with.

Article:
http://sebastianmarshall.com/risks-vs-challenges

Enjoy your day!