In order to manage and control processes and services, they have to be monitored and measured. The design of the measurement methods and metrics used to measure process are critical to success and might even be the most crucial element.  In practice we tend to see Critical Success Factors and Key Performance Indicators defined in the process documentation but is anything being done with those? We not only need to define the metrics for measuring the process but also must ensure that the design and implementation of the process also includes a system for ongoing monitoring, reporting and most important action for continual improvement of the process. Without it the process is destined to fail. Process designers must assert caution and use wisdom when defining the metrics and measurements for the process.  Careful consideration must be given to how these measurements are going to affect and change the behavior of the practitioners and stakeholders that produce or receive value

I recently heard an ITSM manager state… “The engineers think that it is the process that is slowing us down” then he went on to say “Of course we here all understand that the process is intended to slow us down”!  I was waiting for others in the group to comment and no one mentioned a word.   WHAT?!   Is that really ever the intention or the purpose of a process? What a process is – or should be A process is a set of activities with predefined inputs and outputs which are intended to meet the needs of the business and stakeholders!  A process has clearly defined roles, responsibilities, and workflow. When was the last time you heard a business representative say could you design a process to slow things down?  In reality we need to look at how we can design processes or activities within the organization to increase quality and speed!  The real challenge is how do we do that?  How can we get just enough process and control for consistency, automation, and speed and yet

ITIL is turning 25 this year.  In honor of this milestone, AXELOS commissioned a study ( The Importance of ITIL® – A Global View – 2014 and Beyond ) to provide a global and independent assessment of the current perception of ITIL, engaging nearly 400 C-Level and medium tier service managers in key international regions across a range of industries. One of the stated reasons that the study was commissioned is because ITIL’s benefits are being questioned in light of factors such as cloud computing, more advanced automation, and agile. The results of the study reaffirm ITIL’s value, particularly in the eyes of IT executives. In fact, according to the study, just under 70% of executives indicated that ITIL is becoming more important in light of these trends. Some interesting results include: 71% of those surveyed view ITIL as playing a tangible role in supporting the move to DevOps and Agile  ITIL 2011 adopters are more likely to see ITIL as growing in importance   40%

Service Portfolio Management is a process that ensures that an organization has the right mix of services to meet business and customer requirements.  Strategists can use the service portfolio to evaluate offerings that are under consideration for investment and also to determine which services should be retired!  A complete history of people, process, technology and information from concept to end of life could be tracked via the service portfolio.  This investment framework is a valuable asset to every service provider.  The Service Portfolio and the activities performed in service portfolio management process serve as an overall basis for making strategic decisions regarding service offerings.  Major changes (those requiring executive approval) will be processed through the service portfolio management pipeline.  It is here that a proposal is defined, analyzed, approved and chartered before moving into service design and more importantly before moving to project management.