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CRC Smart Services: Common Business and Service Frameworks

CRC Smart Services: Common Business and Service Frameworks

Grant Scheme: Collaborative Research Centre
Contact: Michael Rosemann (Project Leader)

Project members:
Michael Rosemann, Queensland University of Technology
Glenn Stewart, Queensland University of Technology

Industry partners:
Queensland Government

About the CRC Smart Services


The Smart Services CRC is a $120m, commercially focused collaborative research initiative, developing innovation, foresight and productivity improvements for the services sector. Services is the largest sector of the economy representing approximately 80% of Australia’s GDP and 85% of employment. Within the services industries Smart Services’ initial programmes will be customer-focused with outcomes translatable across the whole services sector. Initial research outcomes and demonstrators will principally be associated with the digital media, finance and government sectors (including the health sector) to develop exciting new capabilities and demonstrate the breadth of the applicability of our work.

Smart Services is a research and development partnership between 10 major industry players and six Australian universities, funded by the private sector and governments under the Australian Government’s Cooperative Research Centre program. Its aim is the creation of research-enabled commercial outcomes for its partners.

Major investors and partners include Fairfax Digital, Infosys, RACQ, SAP, Sensis, Suncorp, Telstra Business, Telstra Enterprise & Government, AARNet, Austin Health, the NSW and Queensland State Governments, Queensland University of Technology, the Royal Melbourne Institute of Technology, Swinburne University of Technology, University of New South Wales, University of Sydney, and University of Wollongong.

The Common and Business Services Framework Project

This is one of 11 projects as part of the new CRC Smart Services.

Service industry organisations embracing electronic services need guidelines to help them to turn existing and strategically aligned organisational processes into systems of services, to partner with other service providers to develop an integrated supply-chain of service provision, and to innovate and adapt services to offer new capabilities meeting demand and increasing organizational competitiveness. This project is aimed at offering models, methodologies and tools to assist organisations to structure their approach to the delivery of services and the development of the back-end business processes to support them, including feedback assisting the determination of value and utility.  

This project is based on the concept that an organisation can be considered as a connected “soup” of services and addresses concerns such as: How do we model our organisation in terms of services? How do we figure out what services we should expose? How do we turn business processes into services? How do we integrate our strategies, business process and services in our modelling? How do we translate high-level business objectives into performance metrics and service-level objectives? How do we identify those business processes that benefit most from a service-oriented approach? How do we prioritise investments into new and existing services?  

Systems of services are highly contextual in their interactions. This project also investigates how context-sensitivity can be incorporated into models of systems of services and how it can be reflected adequately in technology solutions to ensure agility and flexibility.

The project has the following objectives:

Desired Outcomes:

Outcome 1 – An industry-tested methodology for strategy-driven service identification and to align services to the strategies of an organisation and even entire cross-organisational value chains including multiple stakeholders as a means to ensure business-IT alignment and high relevance of service-oriented initiatives (Focus of the work package Strategic service alignment).

Outcome 2 - An industry-tested methodology to identify high priority processes and services with a focus on SMEs and inter-organisational value chains as emerging service delivery channels. This approach will complement the strategy-centred approach (Focus of the work package Process-centred service prioritization).

Outcome 3 – An industry-tested methodology to manage portfolios of services with the aim to use this portfolio as a decision support tool based on emerging priorities (Focus of the work package Service portfolio management).

Outcome 4 – An industry-tested methodology for comprehensive service quality management (Focus of the work package Service quality management).

Outcome 5 – An industry-tested innovative methodology that will provide an alternative (non-reductionist) approach to service modelling (Focus of the work package Non-reductionist service modelling).

The following two work packages include members of the BPM Group:

Process-centred Service Prioritisation
Leader: Prof. Glenn Stewart, QUT

In the resource constrained business world, strategic choices must be made on process improvement projects and service delivery. To aid in this, the strategic business leader needs to know which processes are most critical to the organisation, and which of these can be delivered as services.  This research project applies a tested methodology for identifying critical processes, and from this set, develops generic reference models, which serve as a means of identifying potential services.  

This service eco-system visualisation provides the business leader with the information needed to make the strategic business choices, and the software developer with the identification of strategic services, from which to develop smart services.  Business Process Reference Models provide a visualisation of inter and intra-organisational processes.  Is it possible to use these reference models to identify services?   From these process maps, this research will identify those processes most critical to the business and from this determine which are most strategic for service development from the organisation’s perspective. Investigations will also be undertaken to determine the criticality from the systems perspective.

Service Portfolio Management
Leader: Prof. Michael Rosemann, QUT

This work package will be dedicated to the development of a solution for the emerging profile of a service portfolio manager. It is dedicated to the development of a framework for the classification and comparison of services in a specific sector (e.g. government). Multi-dimensional portfolio management approaches will be used for enquiries against this set of consistently defined services. A service portfolio in its simplest form would visualise a selected set of services in a two-dimensional diagram with each of these dimensions depicting an area of interest (e.g. degree of strategic alignment, potential for online delivery). As such, this work-package will enrich current service descriptions by focussing on the areas of interest of (service portfolio) managers. This explicitly covers services which have been defined but do not yet exist.