Example

An organization hired an expensive consulting firm to assess the maturity of the processes against the ITIL framework. The report from the consulting organization had the following observation and recommendation about the Incident Management process:

The help desk is not doing Incident Management the way ITIL does. Our recommendation is that you must implement Incident Management.

The reaction from the customer was simple. They fired the consulting organization.

What would happen to you if you presented a similar observation and recommendation to your CIO?

CSI identifies many opportunities for improvement however organizations cannot afford to implement all of them. Based on goals, objective s and types of service breaches, an organization needs to prioritize improvement activities. Improvement initiatives can also be externally driven by regulatory requirement s, changes in competition, or even political decisions.

If organizations were implementing corrective action according to CSI, there would be no need for this publication. Corrective action is often done in reaction to a single event that caused a (severe) outage to part or all of the organization. Other times, the squeaky wheel will get noticed and specific corrective action will be implemented in no relation to the priorities of the organization, thus taking valuable resources away from real emergencies. This is common practice but obviously not best practice.

After a decision to improve a service and/or service management process is made, then the service lifecycle continues. A new Service Strategy may be defined, Service Design builds the changes, Service Transition implements the changes into production and then Service Operation manages the day-to-day operation s of the service and/or service management processes. Keep in mind that CSI activities continue through each phase of the service lifecycle.

Each service lifecycle phase requires resources to build or modify the services and/or service management processes, potential new technology or modifications to existing technology, potential changes to KPIs and other metric s and possibly even new or modified OLAs/UCs to support SLAs. Communication, training and documentation is required to transition a new/improved service, tool or service management process into production.

Дата добавления: 2015-10-02