Last year I delivered an article on the challenges that IT
organizations face in trying to balance opposing goal and objectives especially
in light of the fact that in every organization the one constant is
change. The focus of that piece was the
tension between the perspective that IT is a set of technology components
(Internal IT view) and that IT is a set of services (External business
view). All process and functions in
Design, Transition and Operation have been design to meet the changing needs
delivered by Strategy and CSI. Insuring
that the resulting services continue to deliver defined and agreed levels of
utility and warranty and doing so while delivering an overall value to the
business. This forms a conflict between maintaining the status quo and
adapting to changes in the business and technological environments. One of the key roles of service operation
together with design and transition is to deal with this tension between these
ever changing priorities.
So to reiterate, this struggle can be broken down into four
general imbalances so that an IT organization can identify that they are
experiencing an imbalance by leaning more towards one extreme or the
other. At a high level it can provide
the service provider with the opportunity to develop some guidelines on how to
resolve these conflicts and move towards a best practice approach in resolving
these discrepancies.
·
Internal
IT view vs. External business view
·
Stability vs.
Responsiveness
·
Service
quality vs. cost
·
Reactive vs. proactive
The one we will focus on here is the tension between
stability versus responsiveness. No
matter how well the functionality of an IT service meets stake holder’s needs,
it will be of little value if the IT infrastructure is unstable causing
instances of unavailability and inconsistency in performance levels. Many time changes in the environment can
introduce these risks. However at the
same time the IT service provider cannot ignore these changing requirements
without facing the risk of not being able to deliver value. There are some
actions that organizations can undertake to help insure that an optimal balance
is maintained.
· Ensure investment in technologies and processes
that are adaptive rather than rigid.
(Adopt & Adapt)
· Build a strong service level management (SLM)
process which is active in all stages of the service lifecycle. This will prevent IT managers and the
business from negotiating informal agreements.
· Encourage integration between Business
Relationship Management and SLM. Foster
cooperation and communication between SLM and other service design
process. Ensure proper mapping of
business requirements to IT operational activities. This can be accomplished
with a strong CMDB and service asset and configuration management process.
· Incorporate the change process at the earliest
appropriate stage in the service lifecycle. This guarantees both function and
manageability requirements can be evaluated and built.
· Make certain of IT involvement in business
changes to guarantee IT services can support these changes.
It is crucial that we achieve a balance between these two
views. Services must be design and
delivered around customer’s needs and requirements. They must have the ability to create the
desired business outcomes for the users and deliver necessary value to the
customer. At the same time however it can be possible to
compromise those needs and requirements by not planning and properly executing
on how those services will be delivered.
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