You’ve done the research on the value of ITSM, ITIL and IT Service Costing – Now what? Part II

You’ve done the research on the value of ITSM, ITIL and IT Service Costing – Now what? Part II

It’s time to evaluate yourself, other internal resources, and outside vendors to see just how exactly you are going to implement “Project Business Transparency.”

Doing it in-house

Since ITIL became such a commercial success, it’s ITIL® best practices are outlined in a group of training materials and books.  Although excellent training courses are available, taking all relevant courses takes time and money, and skilled certified ITIL veterans are few and far between. For a CIO or director to complete a full ITIL program quickly would be a challenge, to say the least.

Even with ITIL’s wide adoption, it is apparent that some IT departments have tried to streamline certain elements of ITIL financial and service strategy and management. The unfortunate result is that these elements have been over-simplified or just omitted all together.

Doing everything yourself does has the advantage of absolute control over project design, staffing, and execution… as long as you know what you’re doing. This approach certainly provides an opportunity for learning and internalizing entirely new skill sets across the organization.

A prominent downside is that most IT organizations will find their internal organizations lacking the required skill sets. Expertise in process engineering is only the beginning.

ITIL team leaders must be able to:

  • maintain executive buy-in and visibility,
  • generate awareness and acceptance,
  • recruit and manage business participants,
  • deploy and configure new tools,
  • train end-users, and
  • most importantly, maintain adherence to the system.

Giving the project to an ITIL outsourcerSuppose a company wants to outsource ITIL engineering in its entirety. This process is often promoted by vendors of “ITIL-in-a-box” solutions which heavily leverage generic “pre-fab” templates and process models.  ITIL consultants come to the table with specialized tools, a thorough knowledge of codes and standards, and extensive expertise earned at someone else’s expense.

On the downside, the biggest reason why most ITIL projects fail is lack of participation and buy-in from within the organization. Change is uncomfortable and must be led from the top.

  1. Executive sponsorship, communication, and participation are only the beginning.
  2. End users  –  from Lines of Business (LOBs) and functional departments, perhaps even customers and suppliers  –  must provide a clear understanding of their requirements and constraints, and be involved in discussions of trade-offs which will affect their usage.

A combination of the two

Whether you’re a genius when it comes to your company, or a technical whiz kid – we can admit that at times we can all use expert assistance. Engaging specialists in your ITIL project can provide some key benefits.  Outside counsel will also tend to be more objective, particularly in the area of assessing established internal processes.

The greatest potential benefit of this approach is the experience the right professional organization can supply in assisting in the design and deployment of ITIL processes and technology.  Note: KEDARit’s Business Process Management solution (BPM) has aided several customers in successful implementing an ITIL approach.

Typically, engagement models tend toward one of the following:

1) Design leadership,
2) Deployment leadership,
3) Team supplementation, or
4) Advisor/Mentor roles.

Design Leadership – Companies look for design leadership if they have the knowledge and ability to deploy and enable IT management tools, but need to engage outside ITIL counsel more heavily up front:

  • to assess current IT processes and technology,
  • rope in senior executives and end users,
  • facilitate requirements discussions, and
  • develop an initial set of recommendations for an ITIL implementation roadmap and methodology.

Deployment Leadership – Companies look for deployment leadership if they have the ability to develop an optimal design, but considerably less to deploy enabling technology.
Typically, most IT departments are too busy managing and maintaining current solutions to take this on as an incremental effort.

Advisor/Mentor – This approach is ideal for companies that are strong do-IT-yourselfers, but recognize the benefit of objective outside counsel. With today’s issue of our technical expert workforce expecting to retire, ITIL expertise may be difficult to come by. Senior ITIL professionals with many years and ITIL implementations under their belt often prefer consulting to working within a single corporate environment.

 

A reminder – check out KEDARit. 
Our COp-S™ solution is a specialized web-enabled application developed for Information Technology (IT) organizations to meet their IT financial governance objectives.  Follow this link for a quick commercial overview of our product.

COp-S™ allows users to quickly monetize the complexity of IT people, processes, and technology into distinct IT services and capabilities that support all business functions.

The KEDARit advantage that makes us so unique is this:
our COP-S™ development and go-to-market strategies focus on using current technologies and best practices to model the complexity of IT organizations.

Executives who take on the challenge of managing IT as a business and transforming their organization to adopt ITSM Best Practices can quickly take advantage of the rich features and benefits of COp-S™.

Our COp-S™ solution is complete (Strategy, Tools, Implementation, and Training), with our engagement taking ONLY 10 weeks… you build your Service Catalog (FULLY AUTOMATED with over 300+ pre-defined technical services) in only four weeks vs. the nine-plus months that other vendors take.

I encourage you to view our whitepapers, blogs, and product pages – and most importantly – schedule a live demo of COp-S™ to see for yourself just how easy KEDARit has made this whole ITIL process!

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