Service Providers and Market Spaces in Service Portfolios

The Service Pipeline consists of services already in operation for a given market space.

The Service Catalogue is the subset of the Service Portfolio visible to customers.

Services can enter the Service Catalogue without performing due diligence on related costs and risks.

The Service Portfolio includes services presently active in the Service Operation phase and those under development.

Resource allocation is a step in Service Portfolio management.

The Service Pipeline reflects the Service Provider's past actions and historical data.

Service providers should define services based on business outcomes rather than technical specifications.

The Service Portfolio includes commitments and investments made by a Service Provider only for specific market spaces.

Third-party services are not part of the Service Portfolio.

Each phase of the Service Portfolio requires resources for completion of only contracts, not initiatives.

Service Portfolio Management (SPM) is not considered an important governance aspect.

Mobile workspace services are an example of Utility Part B in service definitions.

The Service Catalogue is the only part of the Portfolio that recovers costs or earns profits.

Entry, progress, and exit in the Portfolio are approved without considering funding.

The Service Portfolio should have the right mix of services to ensure financial viability.

The Service Portfolio is primarily focused on recovering costs rather than earning profits.

Service Strategy plays a key role in governance and decision-making within the Service Portfolio.

The Service Improvement Plan is separate from the Service Portfolio in managing service offerings.