IT service management (ITSM) has a number of definitions from a variety of sources. Starting with the ITIL (the ITSM best practice framework)-espoused definition:
“The implementation and management of quality IT services that meet the needs of the business. IT service management is performed by IT service providers through an appropriate mix of people, process and information technology. See also service management.” Source: ITIL 2011 Glossary http://www.best-management-practice.com/officialsite.asp?DI=575004. Where service management is defined as: “A set of specialized organizational capabilities for providing value to customers in the form of services.”
A more “directly customer-focused” definition is provided on Wikipedia:
“A discipline for managing information technology (IT) systems, philosophically centered on the customer's perspective of IT's contribution to the business. ITSM stands in deliberate contrast to technology-centered approaches to IT management and business interaction.”Source: http://en.wikipedia.org/wiki/IT_service_management
Last week I had the pleasure of attending ManageEngine’s first user conference and training event in the Middle East (Dubai to be specific); with event attendees not only from the UAE, but also Bahrain, Egypt, Kuwait, Oman, Qatar, Saudi Arabia, and Russia.
The one-day user conference element of the two-day event, offered me both fresh insight into how IT service management, ITIL, and enabling tools are being adopted in the Middle East, and first-hand experience of ManageEngine’s customers within the region.
This quick blog is intended to capture my views, thoughts, and opinions for the benefit of all.
The current state of IT service management in the Middle East?
My previous experiences of IT service management and ITIL in particular in the Middle East had been somewhat limited; but as with most things I had drawn my own opinions and conclusions based on the exposure (the proverbial joining of dots). So before last week I believed:
ITIL was talked about but with “implementations” driven from the higher echelons, or even outside, of the IT organization; adoption was slow and susceptible to resistance. It was a “good thing to do” rather than a business-focused means to an end.
That while customers (end users) are important the focus was still very much on the IT – the creation of IT rather than the consumption of IT services.
Middle Eastern companies value “prestige” and as such were most likely to buy Big 4 solutions for IT service management.