Skip to main content

Measuring Service Management Maturity

I was recently asked about how to measure service management maturity when the maturity of individual processes is not equal.

Frankly, it’s a bit of chicken and egg.

It can be difficult to define where your organization is as a whole compared to each individual process when the processes are at different levels. When we look at a specific process we have to judge it against a specific set of criteria. Each organization will develop this criteria based on the organizational goals and objectives. Each process may have a different set of criteria, different levels of benefit or impact so therefore a different level of need-based maturity. For example, for organizations that are highly dependent on suppliers and outsourcing, the need for a mature Supplier Management process is critical. Other organizations may not focus on Supplier Management but invest their focus and resources on other processes such as Configuration Management.

The maturity of individual Service Management processes is largely dependent on the overall service management awareness, sponsorship and therefore maturity of the entire organization. This can be based on Richard L. Nolan’s IT Organizational Growth Model or perhaps Somogyi & Galliers’ Strategic Growth Model.

ITIL does provide guidelines to help us define the maturity level of each process. The five ITIL levels are initial, repeatable, defined, managed and optimizing. In each of these levels we look at very specific metrics based on the same five areas which are vision and steering, process, people, technology and culture. Again each organization will have to define these specific metrics. If it meets the general criteria of the five areas, that should help you define the level of your particular process. If available to you please review, Appendix H in the ITIL Service Design book. This gives you a detailed review of the ITSM Process Maturity Framework (PMF).

Comments

Unknown said…
Hi - Would you not advocate using other methods to evaluate maturity, along the lines of, for example, COBIT?

Popular posts from this blog

What is the difference between Process Owner, Process Manager and Process Practitioner?

I was recently asked to clarify the roles of the Process Owner, Process Manager and Process Practitioner and wanted to share this with you.

Roles and Responsibilities:
Process Owner – this individual is “Accountable” for the process. They are the goto person and represent this process across the entire organization. They will ensure that the process is clearly defined, designed and documented. They will ensure that the process has a set of Policies for governance.Example: The process owner for Incident management will ensure that all of the activities to Identify, Record, Categorize, Investigate, … all the way to closing the incident are defined and documented with clearly defined roles, responsibilities, handoffs, and deliverables. An example of a policy in could be… “All Incidents must be logged”. Policies are rules that govern the process. Process Owner ensures that all Process activities, (what to do), Procedures (details on how to perform the activity) and the policies (r…

How Does ITIL Help in the Management of the SDLC?

I was recently asked how ITIL helps in the management of the SDLC (Software Development Lifecycle).  Simply put... SDLC is a Lifecycle approach to produce the software or the "product".  ITIL is a Lifecycle approach that focuses on the "service".
I’ll start by reviewing both SDLC and ITIL Lifecycles and then summarize:
SDLC  -  The intent of an SDLC process is to help produce a product that is cost-efficient, effective and of high quality. Once an application is created, the SDLC maps the proper deployment of the software into the live environment. The SDLC methodology usually contains the following stages: Analysis (requirements and design), construction, testing, release and maintenance.  The focus here is on the Software.  Most organizations will use an Agile or Waterfall approach to implement the software through the Software Development Lifecycle.
ITIL  -  is a best practice for IT service management (ITSM) that focuses on aligning IT services with the needs …

ITIL 4 – Mapping the Customer Journey

All service providers are in the business of customer and user experience. It is not enough to compete on products and services, how services are delivered is as important as what is delivered.

The customer journey is the complete end-to-end experience customers have with one or more service providers and/or their products through the touchpoints and service interactions with those providers. In order to focus on the outcomes and on the customer/user experience, service providers are seeking to master the art of mapping their customer journey. Doing so allows them to maximize stakeholder value through co-creation of value throughout the entire value chain.

The customer journey begins by understanding the overall macro-level of steps or groups of activities that generate the need for interaction between the customer and the service provider. These activities begin at “Explore” and end with “Realize” where the value is actually being consumed by the end-users.
The Band of Visibility