Jun 13, 2012
Take the Practical, Leave the Theory
IT service management has emerged as a key challenge as organizations look to transform the view of IT from a technology-focused function to a value-added business partner, offering both strategically aligned services and tactical know-how to keep business enablers operational. As the most visible face of IT, support organizations must redefine their technology support services and deploy methodologies and standards that will improve the IT customer experience with the flexibility to anticipate and accommodate the nuances of business execution. The true measure of success is a well-tailored, high-quality and timely support capability that delivers context-sensitive responses scaled to support IT enablers with minimal business interruptions, at an affordable cost. Thus, an ever-increasing number of organizations are aggressively pursuing ITSM deployments to improve IT customer relationships and better align with business expectations.
Given the desire for change and an array of rich ITSM disciplines, organizations may not know where to start. How much should they embrace the ITSM philosophy? How will they recognize when they have done enough? To further complicate matters, IT must resolve how ITSM may co-exist with other transformational initiatives such as Six Sigma, Enterprise Lean, CMMI, TOGAF, COBIT and agile. With no easy answer, many are turning to the Information Technology Infrastructure Library, in its latest service-oriented version (v3 and 2011 update), which provides a near-implementation-ready playbook. However, to realize the most benefit from ITIL, organizations should be aware that ITIL can be a useful framework and has direct applications in certain areas, but others can be burdensome and impractical. Consequently, they should implement only those elements that drive results and leave unnecessary theory components behind. (S5160612)