Back to governance and ISO 20000, a rather different one from the previous Service Management System examples can be found within 5 Planning and implementing new or changed services.
This section marshals top management in to play regarding decision on significant changes to existing services or new ones (the last one truly is strategic thus should not be handled like other Changes are).
The idea behind this higher level process is to address a recurrent issue: the adequate handover of in-house development projects final product to the “other side”, the service management domain.
Although project deliverables are usually formally accepted, their introduction into live environment not always follows a similar clear approval path and neither development management or service management are independent advocates on this.
By making new service approval go through this steps, top management becomes an active decision maker. And service management will know about new services of big service changes way sooner.
Here I think ISO 20000 favors [using Peterson’s approach to governance] a combination of processes, relational mechanisms (promoting collaboration between conflicting departments) and IT structures (like IT project steering committees and IT strategy committees for communication and participation of all interested parties) that lead to a particular governance model.
Interesting example on how IT structures can tie to processes at various levels (strategical/tactical/operational).