Skip to main content

Managing Across the Lifecycle

As the current IT organization has grown from a provider of technology to the Service Provider of choice we have had to incorporate the principles of service management to ensure that we deliver the outcomes required by our customers.  Given that, we have to ask ourselves a couple of strategic questions:
  • What outcomes are we trying to provide?
  • How do we as a service provider facilitate that?

Delivering an outcome based definition of services will allow the IT organization to move beyond just business / IT alignment to towards business / IT integration, which really should have been the goal from the beginning.  Supporting customer / business outcomes should be the ultimate focus of the IT organization thus creating value through the delivery of services.
A focus on business outcomes is both a critical and in most cases a cultural shift for IT service providers.  As customer’s preferences and perceptions change over time so does the value statement that a service provider needs to remain focused on for the customers.  Perceptions influence the value statement and perceptions can be influenced by:
  • Attributes of a service that are indications of value
  • Present or prior experiences with similar attributes
  • Relative capability of competitors and other peers
  • Customer’s self-image or position in the market

If we are to facilitate outcome, then how best do we organize ourselves?  There is no one answer to that question.  The best practices that we engage in must be tailored to the individual organization and situation.  If we are to successfully engage the ITIL Service Lifecycle roles and responsibilities must be well defined.  Ownership of processes and services must be well defined.  We need to define what skillsets are needed, both current and future.  Where will investments be made? The current size and culture of the organization must be taken into account.
  • A starting point for organizational design is Service Strategy where many of these questions can be addressed and answered at a high level.
  • Service Design will ensure that services and service management processes will be well defined and designed with clearly related roles and outcomes.
  • Service Transition will allow the appropriate controls to be put into place, yet not become overly bureaucratic so it doesn’t slow innovation and change.
  • Service Operations will enable effective and efficient use of resources to deliver services when and where they are needed.
  • And Continual Service Improvement, where meaningful metrics will be utilized to allow continual improvement to happen and greater value created and sustained.
To gain knowledge and certification in Managing Across the Lifecycle please click here:  http://www.itsmacademy.com/malc/ 

   



Comments

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 …

Incidents when a Defect is Involved

Question: We currently track defects in a separate system than our ticket management system. With that said, my question is does anyone have suggestions and/or best practices on how to handle incidents when a defect is involved? Should the incident be closed since the defect is being worked on in another defect tracking system if it is noted in the incident ticket? I am considering creating an incident statuses of 'closed-unresolved' so the incident can still be reported on in our ticket management system but know it is being worked on/tracked in the defect system. With defects, it is possible that we may never work on them because they are very low priority and the impact is low to the user. However, in some cases a defect is being worked on. Should we create a problem ticket instead?
Thanks, René W.

Answer: RenĂ©. In ITIL, the activity you are describing is handled by the Problem Management process. ITIL does not use the term “defect” but it does use the term “known error” to…