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Services Management

Notes huge business opportunity for domestic software services companies to partner and deploy
solutions for various departments, Satayanarayana added.
“The big picture has sharpened the understanding of the State Government of the key
components of e-government, their inter-se priority, interdependence and linkages. The
big picture is not static but is being constantly reviewed and fine-tuned. It is the earnest
wish of the State to convert the big picture into a ground reality substantially by the
middle of 2003,” Satayanarayana, said after the launch of the ICT Policy 2002-2005.
Since these projects involve huge expenditure, the Government plans to take up core
projects such as Integrated Financial Information Systems, the transformation of the
Secretariat into a paperless office and transmission of information and data from remote
parts of the State on a real time basis, as flagship applications. To ensure that these projects
are grounded without delays, the domestic companies have been extended certain sops
when associated with the State Government in various e-governance projects.
Source: www.hindubusinessline.com

5.2.2 Steps in Designing a Blueprint

Following are the steps in designing a blueprint:
1. Identify the Process to be blueprinted: This implies again that it would be impossible to
blueprint the complete processes of the service provider in one format. The individual
processes are to be identified for blueprinting. The summation of such processes would
give the whole picture to the manager. Each process would by itself be an issue, and
particular problem identification and appropriate solution formulation would be easier.
2. Map Process from the Customer’s Point of View: Through this method, the customer’s
comfort zones can be identified. Processes can be modified if it is found that customers are
not very comfortable with certain sequences. Consumers possess purchasing scripts that
guide their thinking and behaviour during service encounters. The blueprint development
process identifies steps where the system can go awry. Process involves specifying the
timeframe of service execution.
3. Draw Line of Interaction: The line of visibility and the line of interaction have to be
drawn clearly. The areas of interaction affect service experience the most.
4. Draw the Line of Visibility: These are processes in zones that are visible to the customers
and in which the customer is most likely to participate. There are also the invisible zones
which consist of processes and interactions that are necessary for servicing the customer
but are hidden from his view. In a bank, this would include checking the creditworthiness
of clients, processing of documents, dispatch section operations, etc.

5. Map process from customer contact person’s view, distinguishing visible activities from
those that are invisible.
6. Draw line of internal interaction.

7. Link customer and contact person activities to needed support functions.

5.2.3 Service Redesign and Customer’s Role in the same

There are major possibilities of fail points in the service delivery system. Although service
failures do follow Murphy’s Law (whatever can go wrong will go wrong) and cannot be avoided
in spite of the best of planning, it can certainly be minimised by blueprinting. There are three

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