With the introduction of ITIL 4, some concepts have changed in ways that affect how service management assessments are performed.
(1) Focusing on practices vs. processes
ITIL 4 has evolved to focus on holistic practices vs. isolated processes. By definition, a practice is a set of organizational resources designed for performing work or accomplishing an objective. In ITIL 4, each practice includes resources based on the four dimensions of service management. One of those dimensions is ‘value streams and processes’, and so while processes are still an important component of service management, they are now considered in a much more holistic context.
(2) Assessing practice capability vs. maturity
In 2021 AXELOS (now a part of PeopleCert) introduced the ITIL Maturity Model. Organizations can use this model to objectively and comprehensively assess their service management capabilities and the maturity of the organization’s service value system (SVS).
In this model, the term ‘maturity’ is applied to the organization’s SVS, and the term ‘capability’ is applied to the organization’s service management practices.
Although the ITIL maturity model is based on the architecture and concepts of ITIL 4, it is NOT designed to assess the extent or success of implementation of the ITIL guidance. Both practices and SVS components can be assessed in organizations that have been developing their service management capabilities and management systems using any relevant guidance and sources of good practice.
Assessing Service Value System Maturity
The SVS’s maturity is calculated based on the results of assessments of each of the five SVS components:
- Guiding principles
- Governance
- Service value chain
- Practices
- Continual improvement
The overall maturity level of the SVS is defined as the lowest level achieved by an individual component. The maturity of the practices and continual improvement components is based on the results of capability assessments. Which practices are assessed when evaluating SVS maturity is based on the scope of the assessment.
Assessing Practice Capability
Organizations can also assess only the capability of one or more selected practices. This is a great starting point for organizations looking to improve their practices. Assessment models allow you to know how well your practices are established and improving.
These models are NOT designed to assess the efficiency or effectiveness of your practices, compliance with regulations or standards, or the progress of organizational initiatives.
These models provide a structured way to evaluate your organization’s ability to manage and improve your practices, and they serve as a diagnostic tool for continual improvement.
There are three assessment models you might think about using: Capability Maturity Model Integration (CMMI), ISO/IEC 33020, and the ITIL Maturity Model.
Let’s dive deeper into how these models work using the ITIL Maturity Model as an example.
Where practices fall in terms of capability level is determined by analyzing evidence of practice specific criteria. Some (but not all) of the criteria for assessing ITIL practices can be found in the practice guides that are available via the PeopleCert Plus membership subscription.
The following scale applies to every management practice defined in the ITIL framework.
- Level 1 – The practice is not well organized; it is performed as initial/intuitive. It may occasionally or partially achieve its purpose through an incomplete set of activities.
- Level 2 – The practice systematically achieves its purpose through a basic set of activities supported by specialized resources.
- Level 3 – The practice is well defined and achieves its purpose in an organized way, using dedicated resources and relying on inputs from other practices that are integrated into a service management system.
- Level 4 – The practice achieves its purpose in a highly organized way, and its performance is continually measured and assessed in the context of the service management system.
- Level 5 – The practice is continually improving organizational capabilities associated with its purpose.
Generally speaking, the levels are characterized as follows: At level 1, no formal practice has been established. Level 2 focuses on establishing the practice you are assessing. To achieve level 2, you must take on the tasks of defining, documenting, and implementing aspects of the practice such as its purpose and scope, processes, roles and responsibilities, and tools. You must also move away from relying on ad hoc ways of doing things and knowledge that exists only in the heads of subject matter experts (SMEs). This can be accomplished by providing education and knowledge resources to the practitioners responsible for doing the work of the practice. For some practices in some organizations, level 2 is adequate as it ensures the practice is documented, resourced, and consistently followed. It is not yet, however, deeply embedded in the organization nor is it continually measured and improved. It is enough when all the organization needs is stability and a baseline of consistency—without the overhead of higher maturity levels.
For organizations aiming to optimize the efficiency, effectiveness and economy of a practice, however, it’s time to consider higher levels.
Levels 3-5 focus on embedding practices into the organization, integrating them with other practices and business goals, and driving continual improvement through ongoing and proactive review and optimization. At level 3 we are moving towards integrating practices into the service value system and with other practices across value streams and so the focus becomes how two or more practices work together to achieve results. Use of an integrated information system comes into play at level 3 as well. Criteria related to practice automation are typically defined at levels 3 or higher because effective automation is only possible if the practice is well defined and organized. Level 4 focuses on managing practices with business-aligned metrics and metrics that drive improvement. At level 5, a commitment to continual improvement is key. This level involves allocating resources to regular reviews of the practice (all dimensions) and regular reviews of efforts to improve and optimize the practice.
Assessments make it possible to build improvement plans or a roadmap that describes the level of capability you want your practices to achieve in their future states. They also help identify what specific steps need to be taken to close the gap between your “as is” state and your desired “to be” state… one level at a time.
Other relevant blogs include:
Assessing Practice Capability – Part 1 – Planning and Preparation
Assessing Practice Capability – Part 2 – Conducting Assessments
Assessing Practice Capability – Part 3 – Analyzing and Reporting Results
Relevant ITSM Academy certification courses include:
- Certified Process Design Engineer (CPDE)
- Value Stream Mapping Fundamentals (VSMF)
- ITIL 4 Foundation (a prerequisite for all advanced ITIL 4 courses)
Our advisory services also include Process to Practice Workshops in which we help your team to successfully and rapidly evaluate and improve your selected service management practices.
In the ITIL 4 Qualification Scheme, a Practice Manager designation is available for professionals that want to prove and validate their skills in specific practice areas. Each of the ITIL 4 Managing Professional and Strategic Leader courses also introduce a set of practices that are relevant to the focus of the course.
Click here to learn more about the ITIL 4 Qualification Scheme
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