Strategic Service Management Process

Version: 2.1
Last Updated: 01/26/2021
DCN: VMD-EM-006

Confidential and Proprietary – All Rights Reserved

Approval Date: 01/26/2021

Approved By: EM
DCN: VMD-EM-006
Template Version: 2.1

4114 Legato Road, 7th Floor

Fairfax, VA 22033
(571) 612-2424
vmdcorp.com
 Strategic Service Management Process
Version: 2.1
Approved By: EM, 01/26/2021

Table of Contents
1 Purpose..............................................................................................................................................1

2 Scope.................................................................................................................................................1

3 Audience............................................................................................................................................1

4 Roles and Responsibility...................................................................................................................1

5 Description........................................................................................................................................1
5.1 Strategic Management Meeting........................................................................................................................1
5.1.1 Inputs / Formats and Documents Used:...........................................................................................2
5.1.2 Approach to Strategic planning:......................................................................................................2

5.2 Phases of Strategy Meeting...............................................................................................................................2

5.2.1 Process Workflow...........................................................................................................................2
5.2.2 Planning Phase................................................................................................................................2
5.2.3 Execution Phase..............................................................................................................................3
5.2.4 Establishment of Strategic Plan.......................................................................................................3
5.2.5 Formulation of Strategies................................................................................................................3
5.2.6 Implementation of Proposed Strategies...........................................................................................3
5.2.7 Strategy Evaluation.........................................................................................................................3
5.2.8 Closure............................................................................................................................................4

6 Measurements....................................................................................................................................5

7 Verification & Validation..................................................................................................................5

Appendices..................................................................................................................................................6
Appendix A: Acronyms and Key Terms..........................................................................................................................6

List of Tables
Table 1: Acronyms & Definitions....................................................................................................................................................................1
Table 2: Roles & Responsibilities....................................................................................................................................................................2

List of Figures
Figure 1: Process Workflow............................................................................................................................................................................ 3

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 Strategic Service Management Process
Version: 2.1
Approved By: EM, 01/26/2021

Revision History
Rev. # Release Date Author Reviewer(s) Approver Description of Change
1.0 3/20/2015 Chase Blahuta CRB Baseline version of document
1.1 8/1/2016 Arun Nair CRB Re-formatted the entire document
1.2 11/13/17 M. Couto CRB Reviewed and Updated
2.0 8/1/2019 M. Couto M. Couto M. Couto Updated to reflect new VMD Brand
2.1 01/26/2021 J. Kim M. Couto M. Couto Reviewed and updated to include appendix

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 Strategic Service Management Process
Version: 2.1
Approved By: EM, 01/26/2021

1 Purpose
The strategy of VMD Systems Integrators, Inc. has been to explore possible new projects from new clients or new projects from
existing clients and ramp up existing projects. The purpose of this document is to understand the existing position of VMD in the
business and possible avenues through which the organization can pursue a particular course of action in order to define the strategy
or direction and making decisions on allocating the available resources to pursue Mission and Vision which in turn get translated into
Business Objectives.

2 Scope
The scope of this document is to state the procedure to be followed for creating an effective strategic planning using Market
Forecasts, Financials, Customers and Internal Business Processes from the growth perspective. The procedure describes the inputs,
tasks/ activities and methods used to initiate, plan and conduct a Strategy Meet.

The outputs of this process would be used by various functions:

 To review and revise the existing business objectives

 To translate these objectives into goals and measurements that are critical to business and quality
 To meet the goals and objectives as firmed up by each department/ function during the Strategy meeting

3 Audience
Senior Management Staff of Operations, HR, Finance/Accounting, and Business Development.

4 Roles and Responsibility

The table below provides the roles and responsibilities for this process.

Role Responsibility

CEO Establish high-level goals and responsibilities

COO Set Business Unit goals in order to achieve high-level goals
Operations VPs Determine technical requirements needed to achieve goals
HR Set individual goals and appropriate training programs

Program Managers Analyze existing programs and determine current and future opportunities and risks

Finance Analyze current and future budgets to meet business needs

Table 1: Roles & Responsibilities

5 Description
5.1 Strategic Management Meeting
Strategy management meeting is a disciplined approach to manage enterprise wide meetings, event activities and processes in
order to achieve measurable business objectives that align with an organizations strategic goal/vision and to deliver values in the
form of quantitative savings, risks mitigation, and service quality.

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 Strategic Service Management Process
Version: 2.1
Approved By: EM, 01/26/2021
Strategic meetings at VMD are intended to provide a forum for executive management to make a set of strategies for the
organization to achieve better performance and set short- and long-term goals leading towards its vision.

Strategic meetings are generally conducted once a year to reassess previous year’s strategy and plan immediate actions to be taken
to meet all present and future needs of customers and to be competitive in IT industry, which in turns leads to achieve short- and
long-term goals and objectives.

Various analytics are evaluated at an internal level as well as at an external level to identify all the opportunities and threats of the
external environment as well as strengths and weaknesses of the organization.

5.1.1 Inputs / Formats and Documents Used:

 Market Surveys/Analysis
 New Technologies
 Potential Markets
 Global/Local Economy
 Partnership Analysis
 Merger/Acquisition Forecasts

5.1.2 Approach to Strategic planning:

 Evaluation of current situation against defined goals
 Ideal State: Defining new goals and objectives
 Map a possible route to goals/objectives
 Defining specific actions to be taken to close the gaps between current situation and ideal state
 Resource fulfillment needs to execute the strategic plans

5.2 Phases of Strategy Meeting

5.2.1 Process Workflow
The figure below presents the strategy meeting phases.

Figure 1: Process Workflow

5.2.2 Planning Phase

 Discussion with Board Members/Stakeholders
 Agenda
 Venue & Timing

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 Strategic Service Management Process
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 Participants

The CEO decides and declares the dates for the Strategy meet. This could be indicated by a calendar request or
by an email to all intended participants

5.2.3 Execution Phase

 Heads of Business Units and Support Functions will present their Strategic approach
 Provide potential solutions based on the Strategy

5.2.4 Establishment of Strategic Plan

The Strategic Plan covers the vision, mission, goals and objectives.

 Discuss changes to the vision, mission, goals and objectives

 Identify opportunities and risks
 Develop goals and objectives
 Develop 1-year, 5-year, and 10-year plan

5.2.5 Formulation of Strategies

In the Strategy formulation phase, the most appropriate course of action for the realization of organizational
goals and objectives and thereby achieving organizational vision are presented and discussed. Strategies are
generally formulated by the following:

 New projects from new clients

 New projects from existing clients
 Ramp up existing projects
 External Opportunities & Threats
 Internal Strengths & Weaknesses
 Short term Objectives
 Long term Objectives. (E.g. from competency oriented to consulting oriented in defined period of
time)

The formulation of Strategies also considers any analysis results that could indicate reasons as to why a
previous Strategy may or may not have worked positively. This could often be driven by a risk analysis or
assessment done by various stakeholders on key areas such as growth, differentiators, infrastructure,
brand equity etc. Refer to the Corrective Action and Preventive Action Procedure for details on methods of
root cause analysis.

5.2.6 Implementation of Proposed Strategies

In the proposed Strategic implementation phase, specific strategies are chosen in order to develop,
utilize and incorporate organizational change (if needed) in order to implement and manage strategic plans.
This broadly involves the following:

 Annual Organizational Business Objectives

 Policies
 Annual Employee Reviews
 Capacity and Availability Forecasts
 Employee Motivation
 Quality Initiatives
 Function/ department specific Initiatives

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 Strategic Service Management Process
Version: 2.1
Approved By: EM, 01/26/2021
5.2.7 Strategy Evaluation
Strategy evaluation involves tracking the efficiency and effectiveness of comprehensive plans to achieve the
desired results. Evaluation happens on an annual basis by reviewing the performance against the set metrics,
corrective actions and internal reviews of all the enabling functions within the organization.

Decisions at the Senior Management level are taken as per the Decision and Analysis Procedure formal
methods of decision-making processes. They are based on the proposed benefits of the solution. Any decisions
arrived at are generally in consensus with all stakeholders concerned. Any presentation, analysis or other
formats of documents may be used for presenting the alternatives or strategy solutions. The criteria for
decisions could be anyone of opportunity, offerings, capability, gaps, investment costs or any other areas as
deemed appropriate by the stakeholders. The associated risks, issues, dependencies, assumptions are
documented against the decisions taken.

5.2.8 Closure
Summary and action items are communicated to the respective enabling units to implement the Strategies in
order to achieve organizational goals. All artifacts, presentations and meeting summary notes and important
action items are recorded in strategic planning meetings and stored in the operations share drive.
Communication between all the stakeholders is done using email.

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 Strategic Service Management Process
Version: 2.1
Approved By: EM, 01/26/2021

6 Measurements
The Strategic plans of the organization are translated into measurable Organization Business Objectives and Goals, as described in
the annual Strategic Review, for each Business Unit and Support Function.

7 Verification & Validation

 Reviews at various BU levels as outlined in the Monthly Program Review
 Management Reviews as outlined in the Monthly Program Review
 Annual employee reviews as outlined by the Human Resources Director

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 Strategic Service Management Process
Version: 2.1
Approved By: EM, 01/26/2021

Appendices
Appendix A: Acronyms and Key Terms
The following table presents the definitions for acronyms and key terms used in this document.

Table 2: Acronyms and Key Terms

Acronym Definition
CEO Chief Executive Officer
COO Chief Operations Officer
HR Human Resources

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