Maintaining Momentum for an ITIL Program and the Service Catalog

 

There’s been a lot said, created, and sold regarding the Service Catalog.  Let’s get back to business…

 

 

Shhhh….We’re going to implement ITIL…

 

The more I speak with industry experts, the more I realize that ITIL is getting a bad name.  It’s gotten to the point where some people can’t even mention ITIL, even when they are implementing ITIL best practices! 

 

Why is this?  I can identify at least 3 reasons:

·         Previous failed implementations (either in the immediate organization or horror stories from peer groups)

·         The apparent size of the commitment needed to implement ITIL, especially ITIL v3

·         Doubts about the real ROI

 

 

We have Sponsorship!  Now What?

 

So, let’s say that the sun is shining for you and you do get an ITSM/ITIL program sponsored.  How do your prioritize the processes/functions/areas to start with?  Vania believes that you should use the Executive Scorecard, which essentially means one should:

·         Asking the business what they want from IT in terms of performance.

·         Translate the conversation into measurable KPI’s written in a language the business can understand.

·         Focusing on improving/implementing those processes that will make the most impact on the KPI’s which make up the Scorecard.

 

In contrast, many ITSM/ITIL programs:

·         Focus on what they think the business wants, which is probably the biggest frustration that the business has with IT!

·         Use existing KPI’s, which amounts to trying to do the same ineffective things IT has always done as efficiently as possible.

·         Focus on what is easy, which only produces short term gains and doesn’t produce the ROI we promised the business.

 

 

Momentum is Everything

 

Budget approval today does not necessarily mean budget approval tomorrow.  You need to maintain momentum for your ITSM program by producing a continuous stream of small wins that show that your program is helping IT align with the business.  Think of these small wins as milestones in a project.  Not only do these small wins mark the success of the program, but they also serve to invigorate the staff, sponsors, and clientele involved.  There is nothing worse than being on a stagnant, lifeless project that has lost stakeholder support.

 

 

Injecting Momentum Into Your ITIL Program

 

What does ITIL do better than any other best practice?  Where does ITIL produce those quick wins that make a noticeable impact on an Executive Scorecard? 

 

Even after all these years, it is still the basics of Incident, Request, Problem, and Change Management.  If you want to build momentum for your organization, you should continue focusing on these areas to show that your program is working.  For example, by showing that effective Problem Management is reducing the amount of incidents that are coming into the Service Desk, you will have shown the business that you are restoring employee productivity and eliminating downtime.  Just as important, they’ll stay by your side when you want to move to the next phase in your ITIL program.

 

If you can’t get these basics right, your program will not be able to show the business the ROI you promised in the beginning quickly enough.  And without showing incremental ROI, the enthusiasm from the project sponsor will dwindle.  When your project sponsor becomes skeptical, well, you know what happens next…

 

 

How does this relate to the Service Catalog?

 

So why has the hot topic over the past year been the Service Catalog?

 

First things first, the Service Catalog documents the services that an IT organization provides to the business, including its associated SLA’s, authorized consumers, etc.

 

The theory sounds good enough.  Customers and Users are provided with a clear view of what IT actually does for them.  IT gains insight into the business which enables them to make decisions that focus on business need and impact.

 

This sounds like a great thing to have, doesn’t it?

 

 

Service Catalog ≠ Quick Wins ≠ No Momentum

 

Let’s look at the reality, though. Vendors are selling the service catalog – especially their tool-based version – as a silver bullet, quick-win solution fully loaded and ready to fire. That appeals to IT because they like tools, they want quick wins, and they want to someone else to have done the thinking for them.

 

So the IT department:

• Buys a Service Catalog tool
• Populates it without deep engagement with the business or reassessment of what they should actually be delivering
• Turns round to the business and says “Here is what you’re getting!”

 

And the business asks itself:

• Are my systems working better than before?  NO.
• What are these SLA’s?  What do they mean?  How is it that these metrics look so good yet the actual service is still poor?  THERE’S STILL NO ALIGNMENT.
• Has IT changed the way they are providing me service based on what I’ve asked them at the beginning of this program?  NO.

 

What’s the next logical conclusion for the business?  THIS ITIL PROGRAM THEY SOLD ME ON JUST ISN’T WORKING.

 

 

There is a Time and a place for the Service Catalog

 

Let’s review:

• In order to maintain sponsorship for your ITSM/ITIL program, you need to make sure there is momentum via quick wins.
• Quick wins are available via improving Incident, Request, Problem, and Change Management processes.
• In stark contrast, quick wins are not available through the creation of a Service Catalog.

 

We’re not saying that there is something inherently wrong with the Service Catalog.  However, the message is clear:  there is a time and a place to implement the Service Catalog.

 

The time is when you:

• Have begun to build a business centric view of what IT does and what its capabilities.
• Are ready to exploit the benefits the catalog can enable.

 

As for the whether it should come 3^rd or 8^th in your ITIL program, we suggest thinking first about using it as an internal tool before putting it in front of the customer.  Most importantly, if you want a business-centric view of IT services, then make sure the business is involved in its creation.  By then, the business will be ready to sit down with you as a result of the wins you’ve created for them!

 

(Co-author) James Finister is passionate about ITSM. He was one of the pioneers of ITIL training and has worked both in ITSM consultancy and as an ITSM practitioner. He is actively involved in the development of ISO/IEC 20000. He has worked with clients throughout Europe. James can be contacted at james@wolston.net or follow him on twitter as @jimbofin.

 

(Co-author) Michael Jagdeo (SCM, ITIL v2/v3) has an extensive background as a Recruitment Consultant and ITSM/ITIL enthusiast.  He has worked on placements in Singapore, Dubai, London, and across North America.  As Director of Recruitment Services at B Wyze Solutions, he manages relationships with clients like Johnson & Johnson, Toyota, Maple Leaf Foods, and the Government of Ontario.  Follow him on Twitter!

Related Posts

• July 29, 2009: Change Management - A Road Less Travelled
• July 11, 2009: ITIL v3 Education, not Certification
• July 7, 2009: Implementing ITIL - Insight from Head of ITSM (Part 1: Education)
• July 7, 2009: Implementing ITIL - Insight from Head of ITSM (Part 2: Outsourcing)
• July 7, 2009: Implementing ITIL - Insight from Head of ITSM (Part 3: Tool Implementation & ITIL Adoption)