Team Service Management
Encyclopedia
Team service management is an open-source management framework that uses and integrates existing management methods and techniques to help teams deliver ever improving services. TSM is designed to be used by any and all teams within an enterprise including (but not limited to) sales, production, administration, IT, finance and management teams.
Over 60% of organisations across the world covering private and public sector organisations are now service-based. Physical product enterprises can have the majority of their teams involved in performing service activities, mostly the provision of internal services to other teams, referred to as internal customer
s, with the minority of teams involved in the control of physical products and materials. For those enterprises whose purpose is to provide physical products, the competitive differentiator is frequently around the way they deliver services, around and in addition to the products.
Today we live in a ‘service world’ and so we need to have routine ways of delivering and developing services and deploy them by and to teams throughout an enterprise.
and ITSM where management disciplines and the associated processes are defined, but the people and team working aspects are not fully considered.
Action-centered leadership, from John Adair
– to make sure teams work well together, ACL ensures 3 dimensions: the team, the task and the individual are in balance and effective. TSM turns 'Task' into service and adds management and leadership to the model, and renames it team dynamics.
Team lifecycle
from Bruce Tuckman
– to assess and improve the maturity of teams. TSM uses the forming, storming, norming, performing maturity phases model to help teams maximise their effectiveness. It uses the 'S or bell curve' model (used to define product and technology lifecycles) to illustrate the team lifecycle phases and the illustrate discontinuity when you reengineer teams in the same way there is discontinuity when you move from one technology to the next generation.
Behaviour/attitude
/culture
/trait
s to address teams and individuals barriers to change. TSM looks at the people change management addressing the people barriers to effective team and individual working and the provision of services. It helps individuals and teams change their behaviour and attitude, and where possible their culture and traits.
Business service management
, a development on the OGC's
ITIL framework – to help teams focus on and manage the services they deliver. TSM helps teams define the services they provide, their service activities, the service performance objectives, service issues, the capabilities needed to deliver the team services, and identify service and capability improvements.
EFQM
, the European Forum for Quality Management – to ensure that team result and team enablers objectives and capabilities are effective and in unison. TSM defines 4 result domains of customer results, finance results, regulatory results and service results, and then ensures the 5 enabler domains are supportive of the getting the results the team needs. The TSM enabler capabilities that are: people, process and technology, along with knowledge and suppliers.
Balanced scorecard
, Kaplan and Norton's strategic planning method – to manage team strategy, objectives, performance and improvement initiatives. TSM uses the standard balanced scorecard to set top down objectives for each team and creates a team strategy for operating and improving the team with planned initiatives. TSM extends the four standard balanced scorecard perspectives to the nine of EFQM: It extends the two result domains of customer and finance to four by adding service results and regulatory results; and extends the two enabler domains of people and process to the five by adding technology, knowledge and suppliers.
Personal performance and development plans (PDP
s) to ensure that individual performance and Improvement are an integral part of the teams performance and improvement. TSM ensures that individual's performance and development plans are linked to the team's balanced scorecard. So individuals are allocated their share of responsibility for achieving the team's result and enabler objectives, and are allocated their share of ownership of the team's Improvement Initiatives.
Deming’s Plan–do–check–act (PDCA)
to ensure team and individuals improvement is incremental and continual. TSM takes the Improvement Initiatives and breaks them into bite sized chunks so that they can be delivered incrementally over a short period of time. The chunks or increments are subject to the PDCA cycle where the increment is first planned, then done, then checked, and then finally but most importantly the lessons learned the results achieved assessed so that the next increment the next/ subsequent PDCA cycles can be planned or re-planned to move most effectively to achieving the overall outcome for the Initiative.
Performance management
to ensure that all the activities of each team are transparent and linked to the services delivered and the improvements needed. TSM ensures that work and performance of the team is recognised, recorded and analysed and acted upon. It ensures that resource use, and service effectiveness are both recorded and that issues encountered in undertaking the work of the team are recorded and acted upon feeding in more improvement initiatives into the appropriate point of the TSM framework.
International Organization for Standardization
Microsoft Operations Framework
Social group
The Five Dysfunctions of a Team
Service economy
Over 60% of organisations across the world covering private and public sector organisations are now service-based. Physical product enterprises can have the majority of their teams involved in performing service activities, mostly the provision of internal services to other teams, referred to as internal customer
Internal customer
Internal customer is a buzzword used in management, popularized by Joseph M. JuranHe defined an internal and external customers as anyone affected by the product or by the process used to produce the product, in the context of quality management....
s, with the minority of teams involved in the control of physical products and materials. For those enterprises whose purpose is to provide physical products, the competitive differentiator is frequently around the way they deliver services, around and in addition to the products.
Today we live in a ‘service world’ and so we need to have routine ways of delivering and developing services and deploy them by and to teams throughout an enterprise.
Use
Team service management pulls together and integrates a number of established management methods and techniques in an open source framework for any team to use without reference to consultants. It is intended to complement process centric frameworks notably ITILItil
Itil may mean:*Atil or Itil, the ancient capital of Khazaria*Itil , also Idel, Atil, Atal, the ancient and modern Turkic name of the river Volga.ITIL can stand for:*Information Technology Infrastructure Library...
and ITSM where management disciplines and the associated processes are defined, but the people and team working aspects are not fully considered.
Components
TSM integrates the following methods and techniques:Action-centered leadership, from John Adair
John Adair (author)
Professor John Adair is a British academic who is a leadership theorist and author of forty books on business, military and other leadership.-Life:...
– to make sure teams work well together, ACL ensures 3 dimensions: the team, the task and the individual are in balance and effective. TSM turns 'Task' into service and adds management and leadership to the model, and renames it team dynamics.
Team lifecycle
Forming-storming-norming-performing
The Forming – Storming – Norming – Performing model of group development was first proposed by Bruce Tuckman in 1965, who maintained that these phases are all necessary and inevitable in order for the team to grow, to face up to challenges, to tackle problems, to find solutions, to plan work, and...
from Bruce Tuckman
Bruce Tuckman
Bruce Wayne Tuckman is an American Psychologist, who has carried out research into the theory of group dynamics. In 1965, he published one of his theories called "Tuckman's Stages". In 1977, he added a fifth stage named Adjourning....
– to assess and improve the maturity of teams. TSM uses the forming, storming, norming, performing maturity phases model to help teams maximise their effectiveness. It uses the 'S or bell curve' model (used to define product and technology lifecycles) to illustrate the team lifecycle phases and the illustrate discontinuity when you reengineer teams in the same way there is discontinuity when you move from one technology to the next generation.
Behaviour/attitude
Attitude (psychology)
An attitude is a hypothetical construct that represents an individual's degree of like or dislike for something. Attitudes are generally positive or negative views of a person, place, thing, or event— this is often referred to as the attitude object...
/culture
Organizational culture
Organizational culture is defined as “A pattern of shared basic assumptions invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration" that have worked well enough to be considered valid and therefore, to be taught to...
/trait
Trait theory
In psychology, Trait theory is a major approach to the study of human personality. Trait theorists are primarily interested in the measurement of traits, which can be defined as habitual patterns of behavior, thought, and emotion. According to this perspective, traits are relatively stable over...
s to address teams and individuals barriers to change. TSM looks at the people change management addressing the people barriers to effective team and individual working and the provision of services. It helps individuals and teams change their behaviour and attitude, and where possible their culture and traits.
Business service management
Business Service Management
Business service management is an approach used to manage business-aligned IT services. A BSM philosophy promotes a customer-centric and business-focused approach to Service Management, aligning business objectives and priorities with IT or ICT from strategy through to operations and continual...
, a development on the OGC's
Office of Government Commerce
The Office of Government Commerce is part of the Efficiency and Reform Group of the Cabinet Office, a department of the Government of the United Kingdom...
ITIL framework – to help teams focus on and manage the services they deliver. TSM helps teams define the services they provide, their service activities, the service performance objectives, service issues, the capabilities needed to deliver the team services, and identify service and capability improvements.
EFQM
EFQM
EFQM is a non-profit membership foundation based in Brussels. EFQM is the custodian of the EFQM Excellence Model, a non-prescriptive management framework that is widely used in public & private sector organisations throughout Europe and beyond.EFQM Membership is open to organisations, rather than...
, the European Forum for Quality Management – to ensure that team result and team enablers objectives and capabilities are effective and in unison. TSM defines 4 result domains of customer results, finance results, regulatory results and service results, and then ensures the 5 enabler domains are supportive of the getting the results the team needs. The TSM enabler capabilities that are: people, process and technology, along with knowledge and suppliers.
Balanced scorecard
Balanced scorecard
The Balanced Scorecard is a strategic performance management tool - a semi-standard structured report, supported by proven design methods and automation tools, that can be used by managers to keep track of the execution of activities by the staff within their control and to monitor the...
, Kaplan and Norton's strategic planning method – to manage team strategy, objectives, performance and improvement initiatives. TSM uses the standard balanced scorecard to set top down objectives for each team and creates a team strategy for operating and improving the team with planned initiatives. TSM extends the four standard balanced scorecard perspectives to the nine of EFQM: It extends the two result domains of customer and finance to four by adding service results and regulatory results; and extends the two enabler domains of people and process to the five by adding technology, knowledge and suppliers.
Personal performance and development plans (PDP
Personal development planning
Personal development planning is the process of creating an action plan based on awareness, values, reflection, goal-setting and planning for personal development within the context of a career, education, relationship or for self-improvement....
s) to ensure that individual performance and Improvement are an integral part of the teams performance and improvement. TSM ensures that individual's performance and development plans are linked to the team's balanced scorecard. So individuals are allocated their share of responsibility for achieving the team's result and enabler objectives, and are allocated their share of ownership of the team's Improvement Initiatives.
Deming’s Plan–do–check–act (PDCA)
PDCA
PDCA is an iterative four-step management method used in business for the control and continuous improvement of processes and products...
to ensure team and individuals improvement is incremental and continual. TSM takes the Improvement Initiatives and breaks them into bite sized chunks so that they can be delivered incrementally over a short period of time. The chunks or increments are subject to the PDCA cycle where the increment is first planned, then done, then checked, and then finally but most importantly the lessons learned the results achieved assessed so that the next increment the next/ subsequent PDCA cycles can be planned or re-planned to move most effectively to achieving the overall outcome for the Initiative.
Performance management
Performance management
Performance management includes activities that ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product or service, as well as many...
to ensure that all the activities of each team are transparent and linked to the services delivered and the improvements needed. TSM ensures that work and performance of the team is recognised, recorded and analysed and acted upon. It ensures that resource use, and service effectiveness are both recorded and that issues encountered in undertaking the work of the team are recorded and acted upon feeding in more improvement initiatives into the appropriate point of the TSM framework.
See also
Service managementService management
Service management is integrated into supply chain management as the joint between the actual sales and the customer. The aim of high performance service management is to optimize the service-intensive supply chains, which are usually more complex than the typical finished-goods supply chain...
International Organization for Standardization
International Organization for Standardization
The International Organization for Standardization , widely known as ISO, is an international standard-setting body composed of representatives from various national standards organizations. Founded on February 23, 1947, the organization promulgates worldwide proprietary, industrial and commercial...
Microsoft Operations Framework
Microsoft Operations Framework
Microsoft Operations Framework 4.0 is a series of guides aimed at helping information technology professionals establish and implement reliable, cost-effective services.- Overview :...
Social group
The Five Dysfunctions of a Team
The Five Dysfunctions of a Team
The Five Dysfunctions of a Team is a business book by consultant and speaker Patrick Lencioni. It describes the many pitfalls that teams face as they seek to "row together". This book explores the fundamental causes of organizational politics and team failure. Like most of Lencioni's books, the...
Service economy
Service economy
Service economy can refer to one or both of two recent economic developments. One is the increased importance of the service sector in industrialized economies. Services account for a higher percentage of US GDP than 20 years ago...