What are the Critical Aspects of the ISO 20000 IT Service Management System (SMS) Policy?

By putting ISO/IEC 20000-1 standards into practice, a company can enhance its ability to provide services by increasing and improving customer trust and fostering a robust service foundation. Organizations that are structured by ISO/IEC standards will be better equipped to plan resources and responsibilities, provide higher-quality services, embrace a continuous improvement culture, and increase productivity and efficiency. Adhering to ISO/IEC 20000 certification would facilitate compliance with other comparable standards and laws since it is structurally aligned with other management system standards.

A document known as the service management system (SMS) policy offers top-level direction on how the company will handle service management. The goals and overarching philosophy of the service organization are outlined in the SMS policy. Senior management has given it approval, and every employee uses it as a guide to help them behave. The process of putting a service management system (SMS) into place requires developing an SMS policy. Other SMS components, such as the service catalogue, service level agreements, and procedures, can be developed on top of the SMS policy. Another essential component for expanding the service plan is the SMS policy. To make sure the SMS policy is relevant to the evolving needs of the company, it should be evaluated and updated regularly.

1. Defining the scope of the SMS

A service management system (SMS) is a set of guidelines and protocols used to oversee services. It covers techniques for organizing, creating, implementing, running, and enhancing services. An organization may choose to put in place an SMS to improve productivity or adhere to industry norms. Upon deciding to deploy an SMS, a company must specify the system’s parameters.

• Creating a scope statement is one method of defining an SMS’s parameters. A scope statement is a written document that outlines the project’s parameters. A description of the services that are and are not in the system should be included. A list of necessary resources and an implementation schedule should also be included in the scope statement.
• The creation of a service portfolio is an additional method for defining the reach of an SMS. A list of all the services a company provides is called a service portfolio. It also contains a synopsis of each service, along with its goals and advantages. Organizations can use the service portfolio to determine which services to include in their SMS.
• After an SMS’s scope has been established, it is crucial to create management guidelines and protocols. The seamless operation of the system and the provision of services would be enhanced by these policies and procedures.

2. Establishing service-level agreements

Formal contracts that outline the acceptable service level are known as service level agreements or SLAs, and they are signed by customers and service providers. A service level agreement (SLA) aims to specify the lowest acceptable level of service that the client may anticipate from the supplier. SLAs are a crucial component of Service Management Systems (SMSs) since they offer a means of monitoring and evaluating the performance of the service provider. Because they offer a means of gauging the performance of the service provider, SLAs are crucial for SMSs. SMSs can detect instances in which the service provider is falling short of the customer’s expectations by keeping an eye on their performance. By altering the way the supplier provides services, this information can be leveraged to raise the standard of service.

SLAs can also be applied to raise client contentment. For instance, a consumer can utilize the SLA to hold the service provider responsible if they are dissatisfied with the quality of service they are getting. SLAs assist in ensuring that service providers satisfy the needs of their clients by ensuring that services are delivered at a satisfactory level.

3. Creating and maintaining service catalogues

One essential part of the service management system (SMS) is the service catalogue. It lays out the expectations for service delivery and gives a succinct and clear summary of the services that the SMS offers. A well-functioning service catalogue will:

• Clearly state the services that the SMS provides
• Specify the requirements for the provision of services
• Assist in guaranteeing the consistent delivery of services

4. Implementing continuous improvement processes

It is imperative to continuously improve the procedures to maintain a high-quality service. This is particularly true for service management systems (SMS), which must continuously adjust to shifting user demands and environmental changes. Continuous improvement procedures can be implemented in SMS policy to help guarantee the system’s long-term efficacy and efficiency. The ISO 20000 policy document can be continuously improved in several ways. The Deming Cycle, commonly known as the Plan-Do-Check-Act (PDCA) cycle, is one such strategy. This cycle offers a methodical approach to finding and implementing system changes.

5. Defining roles and responsibilities

The process of planning, developing, providing, and enhancing services to satisfy client needs is known as service management. An organization can manage its service business with the aid of a service management system (SMS), which is a collection of procedures and policies. The tasks and responsibilities of the people and organizations engaged in service management are outlined in the SMS policy. Additionally, it offers guidelines for how service management ought to be carried out within the company. Organizations may better plan, create, deliver, and enhance their services with the aid of service management. They also make it possible for service providers to monitor and summarize customer satisfaction. Service-level agreements (SLAs), service portfolios, and service catalogues are examples of common service management tools.

How the ISO 20000 ITSMS Can Help to Achieve the Business Goals?

To manage IT service management processes and satisfy customer expectations, ISO/IEC 20000 offers a framework. Increased effectiveness and efficiency of corporate processes are two benefits of implementing ISO/IEC 20000. Since the majority of organizations who have attained ISO/IEC 20000 certification have also improved customer satisfaction, they have given services that are of higher quality.

For IT service providers who can take use of widely accepted best practices, standardization, and critical recommendations, ISO/IEC 20000 specifies requirements. It is seen as necessary for establishing a professional connection with a new supplier. For businesses and service providers who want to stand out from the crowd when providing services, ISO 20000 is a compliance certification. When planning, designing, implementing, operating, monitoring, maintaining, and upgrading their service management systems, it sets particular standards for service providers. To satisfy the organization’s service requirements, the strict standards cover the design, transfer, delivery, and enhancement of services.

Organizations would be unwise to disregard the many advantages of ISO 20000. Having a service provider who is ISO 20000-compliant or becoming compliant themselves will be advantageous for almost all enterprises. The only internationally accepted standard for IT service management at the moment is ISO 20000. Due to businesses’ desire to use it as a crucial point of differentiation in the marketplace, it has recently experienced tremendous international adoption.

Customers and service providers alike can have faith in the effectiveness and scalability of the processes because ISO 20000 is a well-known and well-established standard. Even while the list that follows is by no means comprehensive, it will help you understand what it really means for you to be ISO 20000 compliant.

• The greater efficiency and effectiveness provided by ISO 20000 standard gives service providers and businesses a competitive edge through more dependable IT services. Everyone is in agreement regarding who is in charge of what chores and when they need to be finished thanks to this certification. This reduces the frequency of events while also enhancing the team’s capacity to handle problems as they come up in the future.
• Organizations may integrate IT services with the overall business plan with the aid of ISO 20000. You may make sure that your organization is centred on the IT service management solutions that will best serve the clients’ needs and the ISO 20000 ITSMS requirements of the industry. With ISO 20000, you will be able to provide superior IT services that are more suited to your internal and external customers’ needs, all while better preserving your company’s assets and soothing the concerns of its shareholders and directors.
• The business may give the company and the clients specific instances of how you outperform others because ISO 20000 certification assures more effective and efficient delivery of your IT services. By decreasing the frequency of IT issues, for instance, and responding to them more quickly when they do arise, you can devote more of your time to strategic IT development within your company. Since you now have a beautiful ISO 20000 certification, you can use that time to go closer to your company’s development objectives. We all know that time spent putting out fires might be spent developing.
• Improve the knowledge of and control over IT costs. Plan upcoming expenses more precisely and clearly. You can run a leaner, more effective service if your procedures are clearer and your roles are defined more simply.
• The corporate world is always evolving, especially in this era of digital and technical advancement. For a business to last, it is imperative to make sure that processes are constantly being improved in response to client input. And it includes both externally recognised improvements as well as changes in technology and business norms. The robust structure of best practices established by ISO 20000 serves as a support system for innovation. Your organization can manage change more skillfully and quickly, which increases your likelihood of meeting organizational goals and lowers internal and external risk levels.

Outline Three Elements Before Start Implementing ISO 20000 IT Service Management System

The set of best practices that are universally recognized for the deployment of a service management system in both large and small businesses is defined by ITSM based on ISO/IEC 20000 standard. The Service Management System (SMS), primarily focuses on how the business prepares, executes, evaluates, and improves the delivery of new and updated services that will add value for the clients and save money and time, this is the objective of ISO/IEC 20000. The Plan-Do-Check-Act (PDCA) technique and an integrated process approach will be the core elements of the SMS.

Best practices for IT service management are outlined in ISO/IEC 20000, which is the standard for organization certification. Organizations will be able to benefit from how the processes interact, allowing the organization’s processes to mature more quickly. In order to effectively manage internal groups and outside parties and achieve real cost savings, ISO/IEC 20000 also outlines the amount of governance you need.

Several firms adopt the ISO/IEC 20000 standard nowadays because it makes the Service Management processes necessary for a company to claim that it adheres to and provides best practice Service Management quicker. To provide defined and measurable opportunities for effective and efficient service delivery, more and more businesses are obtaining the ISO/IEC 20000 certification for their organizations. This is because it makes it clear that the organization has met and continues to meet the requirements for SMS. A successful ISO/IEC 20000 IT services management system is made up of the three primary components described here.

Management Responsibilities: The goal is to assure the implementation of the service management system implementation duties at the senior management level of the service provider. The responsibility for the service management system must be given to a member of the Management Board who is in charge of implementation and has the necessary skills for the job to fulfill these requirements. In a perfect world, this person would have assistance from a management team that would aid in decision-making. Because of this, the defined service manager also acts as the system’s owner.

Documentation Requirements: The organization is needed to provide records and ISO 20000 documents to help the management process. The objective of this is to ensure efficient service management process planning, execution, and monitoring. Production and management of documents and records must be automated. The documents serve as the cornerstone and basis for confirming that the service management requirements are being followed. There must be a clear separation between two essential aspects.

• Documents that list the management’s objectives and aims
• Records that demonstrate the execution

It should be clarified that service management is used in all processes and is not just something that exists on paper. This must be supported by integrated documentation. The management must make sure that all procedures are followed and that the following fundamental ideas are adhered to:

• Documentation
• Communicated,
• Tracked
• Regularly revised
• Enhanced

For this reason, it is also necessary to have descriptive documents and relevant records.

Expertise and Training: Managers and staff members must be aware of the significance and relevance of their actions within service management and comprehend how those actions help to achieve quality goals. To guarantee that the requirements for new or updated services can be met, the corresponding expertise and abilities must be accessible.

The ever-changing technological improvements necessitate continued education and additional ISO 20000 awareness training for employees, who should be managed through coordinated skills management. The training necessary for the staff to satisfy future requirements is decided based on a consistent analysis of any inadequacies and condensed into a yearly training plan as part of the discussions surrounding the annual target agreement and the targets derived from the service management planning. Reviewing training measures’ efficacy is necessary. The organization initially establishes the specific skills needed for each service management role to determine the demand.

How to Create an ITSMS Policy According to ISO 20000 Standard Requirements?

One widely used strategy for successful IT service management, from design to implementation, is ISO/IEC 20000. The guide provides international standardization of best practices, as well as a foundation for success that may be applied to various types of businesses. IT service management system refers to the procedures and actions taken by corporate IT managers and stakeholders to develop, plan, implement, organize, control, and maintain enterprise information technology. The approach is based on a system in which operations teams and other stakeholders flush out requirements, which are then subject to the best practices framework, specifically ISO/IEC 20000, which serves as the international universal standard.

The ISO 20000 standard necessitates the existence of an ITSMS policy and establishes rather specific criteria for its content. The ITSMS Policy is among the primary ISO 20000 documents that connect top management with the implementation of the ITSMS. Although it is a strategic ISO 20000 documentation process, if the organization handles it properly, it may be an effective control mechanism for achieving the ITSMS goals and objectives. Furthermore, if you utilize vocabulary that the employees understand and don’t overextend the topic, the organization has an opportunity to align the employees with the organization’s strategic goals.

Firstly, the ITSMS policy is an internal document, which means that customers will not be involved in its development. Customers, on the other hand, are “part” of the policy through the services they utilize. Specifically, the policy should be customized to the services offered and customer support. As a result, generic comments or documents will not suffice because they provide no value to either management or the IT organization’s personnel.

Here which clarifies the ITSMS policy’s goal. The policy should be based on the ITSMS’s scope and in line with the ITSMS plans and the ITSMS’s objectives’ more specific components.

• Specify the goals they have for the ITSMS – Most of the time, people are unfamiliar with the specifics of how the ITSMS functions, but they must be aware of what they hope to get from it.
• Control – Top management will be able to specify who is doing what with the policy and monitor the outcomes frequently.

The ISO 20000 standard specifies the following general requirements for the policy’s information:

• Challenges within the Organization – This is a necessity that the policy is customized to the business case you have. That is, it should be tailored to the services that the organization provides and the people that serve.
• Service requirements – Top management should promise to fulfill the service requirements, for example, by making a declaration in the policy. There needs to be a way to show that this has been done to prevent such a statement from seeming overly generic. For instance, the SLA (Service Level Agreement) includes client objectives as well as quantifiable goals to verify that those needs have been met. So, it is quantifiable.
• Communication – All staff members need to know about the policy. It makes sense that nobody would find out if you kept it a secret. Even more, companies can let other interested parties, including clients or suppliers, know about the ITSMS policy. The policy must also be understood by the staff members, which is another need. This implies that you must demonstrate a connection between the policy’s declaration and the outcome of your employees’ labor.
• Improvement – Last but not least, the policy must explicitly address improvement for both the ITSMS and the policy’s appropriateness to business needs and consumer requirements.

Along with the standard’s required, the scope of the ITSMS, the ITSMS plan, and resource management are just a few additional details that the businesses can include.

How to Understand the Organization’s Context in Terms of ISO 20000 Standard?

ISO 20000 The International Organization for Standardization (ISO) and the International Electoral Commission together created ITSM, the global standard for IT service management (IEC). ISO 20000 is recognized by the majority of nations in the globe because it was approved by a majority of member nations to become an international standard.

The standard outlines a set of management procedures designed to help in delivering IT services that are more effective (both to those within the business and customers). The framework and methods provided by ISO 20000 allow for the management of the ITSM while also demonstrating the company’s adherence to best practices, which will enhance the quality of your IT service delivery. And ISO 20000 applies to businesses of any size and in any industry.

Clause 4 has been modified by the addition of the phrase “Context of the Organization” in ISO 20000-1:2018. The organization establishes a strong foundation for attaining the objectives and results of the Service Management System by being clear about which internal and external concerns are pertinent (SMS). must start with internal problems and determine the organizational context.

The corporation must specify the limits and applicability of the SMS to establish the scope of the ISO 20000 implementation in to identify the context of the organization. The organization should take both internal and external factors into account when deciding the scope. A company’s internal problems can be caused by several, a few of which are mentioned below.

• Organization size: Concerning the assignment of duties to employees, a company’s size is a key factor. One individual may be responsible for several roles in a small business.
• Organization structure: The organization’s service management processes must be handled across all departments and functions. Before adopting an SMS, the organizational structure of the business, such as its hierarchical, matrix, or self-learning team structure, must be taken into consideration.
• Culture: Adopting a service management system requires careful consideration of ethics, individual conduct, and departmental personnel.
• Methods/frameworks: Find out if the business has already received certification for any ISO standards, such as ISO 20000:2011. Knowing how much of the current processes, procedures, and ISO 20000 documents have to be revised to comply with ISO 20000:2018 will be made it easier with this information. You should also be aware of any other frameworks that the business has been using, such as ITIL, COBIT, etc.
• Technology: What different technologies does the business utilize to provide its present services, such as IT infrastructure including the cloud, SAAS, PAAS, etc.?
• Service types: What types of IT and non-IT services, such as local, global, round-the-clock, and 24×7, are provided by the organization for its products?
• Resource capabilities: Process maturity, organizational maturity, and staff maturity all play critical roles. SFIA (Skills Framework for Information Age), a global industrial framework, can be used by IT professionals. The ISO 20000 awareness training is crucial in this context.

The implementation of an SMS should be adaptive enough to meet business changes brought on by external factors. Some of the external challenges that organizations need to be aware of are listed here.

• Political: An organization may be unable to establish or strengthen alliances with organizations in other nations if the nation’s foreign policy changes. For example, Changes in government, laws, regulations, alterations in policy, and controversies
• Economic: The procedures for determining prices, accounting practices, and procedures may need to alter as a result of this. For instance, competition, consumer purchasing power, and union membership inclusion or exclusion
• Sociological: Customers and suppliers could demand business operations electronically. Employees grow increasingly technically minded and conscious of the advantages of electronic communication.
• Technological: Advanced technologies in communication and computing may increase organizational effectiveness and efficiency, which rivals are currently utilizing. For instance, benchmarks, emerging technologies, and trends
• Legal: The way that the management systems function may vary as a result of changes to the organization’s policies and practices. For instance, trademarks, intellectual property rights, and data privacy or confidentiality
• Environmental: This could be the consequence of pressure from the organization’s specific operating environment or industry, or it could be from the actual environment in which the organization is located. The way that redundant equipment is disposed of may be impacted by the company’s commitment to corporate social responsibility or by the addition of an environmental management policy, such as ISO 14001. Take e-waste, sustainability, and renewable energy as examples.

12 Tips to Improve the ISO/IEC 20000 Audit’s Pleasantness

Published by ISO and IEC, ISO 20000 is the universe standard for IT service management (ITSM). ISO 20000 is recognized by the majority of nations in the globe because it was approved by a majority of member nations to become an international standard. The standard outlines a series of management procedures intended to help you provide IT services more successfully. The methodology and structure provided by ISO 20000 help to manage the ITSM while demonstrating that the business adheres to best practices, which will enhance the quality of the IT service delivery. And ISO 20000 applies to businesses of any size and in any sector. Here are mentioned some tips that help to make the ISO/IEC 20000 audit process easy.

• Conduct an ISO/IEC 20000 Mock Audit: In a mock audit, also known as a dry run, a qualified person assumes the role of the certification auditor. and poses as a guide who takes the auditee through a real audit. with a fake audit report included. 
• Always be ready for an ISO/IEC 20000 Audit: A good mindset to have is to always be ready for an audit.
• Keep documents and records in one place: If the organization has a document management system. Use it to store all the documents. If you have automated solutions, use those to store the ISO 20000 records.
• Know the ISO/IEC 20000 audit requirements and evidence: The organization knows the requirements the auditor expects you to meet. Participate in an ISO/IEC 20000 awareness PPT training course at work.
• Launch the applications before the interview: Speaking of preparing for an audit, make sure to launch every application that has records that the organization wants to show.
• How to know that the process or service is effective: The effectiveness of the service management system (SMS) is what matters most. Make sure the organization measures the effectiveness of the process if they are the process owner of the service. Act upon effectiveness issues with priority. And document all those actions. Through the continual improvement process.
• Ensure that the top management or senior individual is also present: During audits, leadership must show its commitment. Being present during an audit interview is one way of doing so. And accepted by the boss when management decisions were made. Decisions that may have caused the process or service to perform not the way was intended.

Tips that benefit during the ISO/IEC 20000 audit

• Mentally prepare for surprises: Even the best preparation may come with surprises during the audit interview. An unexpected question from the auditor. A co-worker chimed in and derailed the thought process. Or a disagreement over a finding or an opportunity for improvement.
• Educate the ISO/IEC 20000 auditor: Particularly, the auditor who audits for the first time does not know the organization, the business processes, the organizational structure, the successes, and achievements, or the titles, acronyms, and other language that is specific to the organization. So, build in time during the interview to educate the auditor. The better he or she understands the employees and the organization, the more value to the auditor can be.
• Be passionate and show confidence: Express how excited you are owning the process or the service. How you have immersed yourself in the requirements of the ISO/IEC 20000-1 standard? And how you have educated yourself and those you work with through formal ISO/IEC 20000 auditor training and awareness sessions. Convey with confidence your eagerness to learn more about the users of your process or the consumers of your service. And how you continuously improve your process or service to ensure its relevance and contribution to the results and outcomes of your organization.
• There is always scope for improvement: No process or service will ever be perfect. Auditors understand this. And they are expecting it not to be. So, missing out on a target now and then is normal. Simply accept the finding. And collectively with peers determine and execute improvements.

Tips that benefit after the ISO/IEC 20000 Audit

• Timely follow-up on corrective action plans and findings: When the auditor has determined a nonconformity or an opportunity for improvement of the process or service, follow up promptly. Organizations are given a certain amount of time to provide a corrective action plan. Provide the plan before the due date. And execute the plan according to the target dates as promised in the plan.

7 Myths About The ISO/IEC 20000 IT Service Management Standard

ISO/IEC 20000 is the universal ITSM (IT service management) standard. ISO 20000 allows IT departments to ensure that their ITSM processes are aligned with the business’s needs and international best practices. The ISO/IEC 20000 standard supports organizations in how they deliver managed services, measure service levels, and assess their performance. So here are seral myths about the ISO/IEC 20000 implementation, documentation, certification, etc.

Myth 1 – ISO/IEC 20000 is for huge organizations only: By clause 1.2, “all requirements in this part of ISO/IEC 20000 are generic and are intended to apply to all service providers, regardless of type, size, or nature of services delivered.” As a result, regardless of whether the organization is large or small, public, non-profit, or private, it can adapt to management system standards. Eventually, ISO/IEC 20000-1 assist organizations in defining the goal that must be met and applies to organizations that wish to reap its benefits.

Myth 2 – ISO/IEC 20000 can be useful only to IT infrastructure: The ISO/IEC 20000 standard specifies the requirements for a system for managing information technology services. Without a doubt, regardless of the industry, type of business, or business model, also IT services must be effectively designed, delivered, and continuously improved to meet customer needs. ISO/IEC 20000 has been used in various IT contexts such as cloud services, telecommunications, media services, and so on.

Myth 3 – ISO/IEC 20000 is not vital for internal service providers: On the other hand, several service providers who provide services have discovered benefits from being ISO/IEC 20000 certified. Every move that makes in IT services will be highly visible and will have an impact on the overall performance and image. As a result, all resources, alignments, business processes, and functions must be structured so that roles, responsibilities, and course of action are clearly defined both internally and externally. Through the Plan-Do-Check-Act cycle, the standard adds discipline to the management system, ensuring continuous improvement. Being certified by an accredited certification body demonstrates that IT service management is professional and recognized globally, while also increasing productivity to assist in the delivery of services in the face of financial constraints.

Myth 4 – The employee is aware of their responsibilities: True, but what happens when someone leaves the organization? The organization will need to hire new employees and possibly start from nothing. However, having a documented management system, processes, procedures, and related, new employees can be easily guided and integrated into the organization, avoiding downtime, rework, confusion, and time and money. The ISO 20000 awareness training can be helpful in such cases to provide information about ISO/IEC  20000 requirements quickly to new employees.

Myth 5 – ISO/IEC 20000 is based on ITIL; therefore, the service providers should use ITIL as a basic framework: ITIL and ISO 20000 have some similarities and dissimilarities. ITIL is an IT infrastructure library; it is a library of best practices and processes related to IT services and IT infrastructure. ISO/IEC 20000, on the other hand, is a standard for IT service management that is, to some extent, based on ITIL. Another important aspect of ISO 20000 is that all 256 mandatory requirements must be met to comply with the standard requirements; there are no exceptions. It is up to the organization to decide how many processes or functions to implement under ITIL.

Myth 6 – ISO/IEC 20000 will slow down the service management and will make it more undemocratic: It is possible that if an organization creates complex procedures, the service provider staff will not use them properly. The standard requires that service providers use documented processes and procedures. ISO/IEC 20000-1, on the other hand, tells what to do, but the organization can decide how to do it and can choose to make it more flexible and productive.

Myth 7 – To get certified against ISO/IEC 20000 I need to know all about ITIL: That is not correct; an organization can obtain ISO/IEC 20000 certification without knowing anything about ITIL; though, more knowledge is better. When implementing ISO/IEC 20000, having extensive knowledge of ITIL and its version could provide a wide range of benefits to the business, such as improved IT service quality, as well as increased productivity, lower costs and many more.