CIOs are striving to impose formal processes on IT activities, spurred by
- new compliance regulations,
- the rise of outsourcing options,
- flattened budgets,
- a retiring SME workforce, and
- calls by senior management to “make IT a transparent partner to the Business – not run IT like a business.”
This push has led many CIOs to begin organizing and managing IT and delivering it to the rest of the corporation in the form of well-defined, tightly-managed services.
Steps to accomplish what these CIOs are doing.
- You could run out and buy all five ITIL books to get yourself up to speed, or perhaps bring in a consultant. Whichever resource you choose, you should be aware of these conditions: This process is going to take up a lot of your time unless you can replicate yourself.
- Depending on your in-house capabilities, you may need to engage multiple vendors to roll out a complete ITIL process (Strategy, Tools, Implementation, and Training).
- For the complete transparency the business is demanding, you will need to adopt a showback/chargeback method for services, so you can show them actual costs per service?, perhaps even coming up with a “rate card” for the CFO to use when the yearly IT budget requests come in!
- You are going to need to build a clearly defined, accurate service catalog that will allow you to share not only costs , but available technology with your customers.
- There are very few options available to CIOs that allow them to quickly and concisely develop the IT Financial Management “leg” of their new lean process strategy.
Building a clearly defined IT Financial and Service management process and Service Catalog is the perfect opportunity for IT to get out from the backbreaking grind of constant firefighting by way of careful planning, communication, and structured response.
TIP: Join a C level user group and talk to someone who has implemented IT Management processes – let them share with you the potential benefits:
- reduced costs;
- improved productivity, communication, and morale;
- reduced time-to-market; and
- competitive advantage.
Implementation of ITIL is just the beginning of the battle.
ITIL can bring structure to the development, operation and management of IT services, but it does not do those tasks in itself. For ITIL to provide the promised returns, you must apply it in a way that leverages and capitalizes on specific strengths, and eliminates or minimizes specific weaknesses.
Fact: ITIL can help your company harness the strategic power of IT, but it can do so only in the context of your company, your customers, and your IT department’s personnel, priorities, constraints, and values.