Client-view
One of the three axes defining the Scope of a Service is the Quality. The other two are the Service Catalogue (the tasks or functional/warranty scope) and the Baseline (the sizing or number of times you can request service).
 
There are people-centered Services (Professional Services) and technology centric services (Technological Services). There are also integrated services that combine both (IT Services and Business Services).
 
Based upon the aforementioned approach to the definition of the services to be delivered, the focus of the Service Level Agreements (SLA) will be as follows:
Professional Services (PS) quality indicators will be developed based on “Response Time” and “Time Resolution” (within Service Support hours).
Technological Services (TS) quality indicators will be developed based on “Availability” and “Performance” (within Service Operating Hours).
IT Services and Business Services (BS) quality indicators must be established in combination with all the above.

The Scope of the Service in terms of Quality (“warranty” in ITIL terminology) is the most important parameter in terms of Production cost. Therefore, proper Customer Management must help to align their Service Requirements according to their actual Business needs (not only in Quality but also in terms of Budget). For example, sometimes increasing Availability from 99.2% to 99.7% carries a cost which might not be justified in terms of Business Value.

 
That is why in this article we wanted to relate the Scope Management with the Quality Management (in PMBOK® for Project Management they are distinct process groups, whereas in regards to Service Management, they are more closely linked).

Quality is a concept derived from manufacturing and is not easy to fit within service paradigm. Although, picking up the concept of deviation from specifications, one could see it as a measure of deviations from service parameters and stakeholders expectations. Quality is also a subjective concept although we try to quantify it. When one introduces the dimension of stakeholders expectations to measure service quality then it turns out to be an intangible measure. 

We use a framework to dimension the service which is based in defining the specifications of services its parameters and stakeholders expectations. These inputs generate the specifications to correctly dimension the service resources, namely, performance, recovery, maintenance, availability objectives and requirements, all of them making of service parameters. With these parameters (requirements, objectives) the necessary resources are quantified and, afterwards, the pricing. The pricing can be used for cross charging in the case of an internal customer or used as an input to marketing to define the service pricing.


What is your advice about the best way to define the Scopr for Service Quality?

Author: angelberniz and Jorge Silva (All Rights Reserved by the author).
Source: Original Text (based upon first hand knowledge).
Help us to improve it: how-to, discussion.
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