| Demand for services needs to be managed. Over | | | | then:o Service Design can optimise designs to suit |
| subscription for services is a source of risk. There are | | | | demando Service Catalogue can map demand |
| many examples where supply has been outstripped | | | | patterns to appropriate serviceso Service Portfolio |
| by demand. Poorly managed demand represents a | | | | Management can approve investment in additional |
| risk for service providers because it represents | | | | capacity, new services or changes to services based |
| uncertainty. | | | | on business planso Service Operation can adjust |
| Excess capacity could be put in place to meet | | | | allocation of resources and schedulingo Service |
| demand that might materialise but for the majority | | | | Operation can identify opportunities to consolidate |
| of the time excess capacity represents a cost | | | | demand by grouping closely matching demand |
| without creating value that represents a basis for | | | | patternso Financial Management can approve suitable |
| cost recovery. Customers are reluctant to pay for | | | | incentives to influence demand Demand management |
| idle capacity unless it has value for them. Some level | | | | techniques such as off-peak pricing, volume discounts |
| of spare capacity may be desirable. Indeed it may be | | | | and differentiated service levels can be used to |
| creating value through higher levels of assurance. It | | | | influence the arrival of demand in specific patterns. |
| has a purpose and therefore should not be thought | | | | The basic need still has to exist. Simply having |
| to be idle or valueless. | | | | capacity will not generate a demand for it. Service |
| Insufficient capacity will have an impact on the quality | | | | capability is not like a manufactured good. It cannot |
| of services provided and may be the cause of | | | | be stored in the warehouse and brought into play as |
| incidents. It may also hinder the rate of growth of a | | | | and when required. Resolved incidents cannot be |
| service. Service level agreements, forecasts, plans | | | | stockpiled. The resource to resolve them will need to |
| and tight coordination with the customer can reduce | | | | be available at the time the incidents occur. |
| the uncertainty of demand but cannot entirely | | | | The Service Management Foundation Course is a |
| eliminate it. | | | | three day event leading to the examination for the |
| In order for resources not to be wasted on | | | | ITIL Foundation Certificate in IT Service |
| developing service capability for services that do not | | | | Management. ITIL is a Registered Trade Mark, and a |
| exist it is necessary to understand the activities | | | | Registered Community Trade Mark of the Office of |
| which create demand. The primary source of demand | | | | Government Commerce, and is registered in the US |
| for services is business process. To truly understand | | | | Patent and Trademark Office, and is used here by |
| the demand for services it is necessary to | | | | SYSOP Ltd under licence from and with permission of |
| understand how the business process creates that | | | | OGC. |
| demand. If there is change in that business process, | | | | IT Infrastructure Library is a Registered Trade Mark |
| another 50 people are employed for example; we | | | | of the Office of Government Commerce and is used |
| should be able to accurately predict what the impact | | | | here by SYSOP Ltd under licence from and with the |
| on demand will be. If the understanding is deep | | | | permission of OGC. |
| enough then every unit of demand generated by | | | | (C) Crown copyright material is reproduced here |
| business activity is allocated to a unit of service | | | | under license from and with permission of OGC, |
| capacity. | | | | under delegated authority from the Controller of |
| If Patterns of Business Activity (PBA) are understood | | | | HMSO. |