When I very briefly joined TCS (Tata Consultancy Services) as an IT service management (ITSM) consultant a year ago today, I met a fellow new recruit Sandy Winschief – a vendor/supplier management specialist armed with a pair of Six Sigma black belts. Sandy was/is a key piece in TCS’ Service Integration offering jigsaw and someone who made me think more about the relationships between IT infrastructure and operations (I&O) organizations and their suppliers.
Sorry, you said, “Service Integration”?
For those new to Service Integration I offer the following “definition” from a Forrester colleague’s “thinking”:
“To make multisourcing arrangements effective, customers must get suppliers to work together, both from the commercial and operational standpoint. The services integration layer, comprising elements of process, tools, service-level agreements (SLAs), and related structures, is absolutely critical to the success of these arrangements.”
ITIL, the IT service management (ITSM) best practice framework, is now in many ways bigger than its “master” — IT service management. From its origins in the UK government, its use has grown rapidly in the last decade and ITIL continues to dominate corporate thinking in IT operations, IT support, and IT service delivery best practice.
There are many potential benefits from ITIL adoption, particularly around productivity, service quality, business reputation, and cost savings. However, ITIL is fraught with adoption challenges that could be prevented or at least minimized through better planning and execution.
The key ITIL adoption challenges and pitfalls (at a very, very high level)
Focusing too much on the reactive elements of ITIL and ITSM (for some, however, this might be enough).
Overstating ITIL and ITSM adoption levels – “We do ITIL.”
Overstating ITIL and ITSM maturity – where IT infrastructure and operations (I&O) organizations often think that they are more advanced than they actually are – “We have a super-duper service catalog.”
Not focusing on the customer and business outcomes.
Lacking momentum post technology implementation project.
Noticeable dissatisfaction with traditional service desk tools.
With people-related challenges to be found in most if not all of the above.
Want more detail on the challenges?
These are explored in greater detail in the Forrester report from which this high-level extract is taken:
OK, the second part of the title is probably untrue. But hopefully Forrester IS your favorite place for IT service management (ITSM) analysis and opinion.
My colleague Dave Johnson (who is well worth following from a Twitter and blog perspective BTW) wrote an immediate reaction to the BMC announcement yesterday. Of course as analysts we are pre-briefed on such things and having had time to think about the announcement I offer the following somewhat random thoughts and opinions:
BMC (and everyone else) is “suffering” at the hands of ServiceNow in the enterprise ITSM space (both new and existing business). Some might see the Numara purchase as a retreat to the mid-market or a tactical diversion to maintain revenue growth in light of shareholder expectations. However, I think it is most likely point 3 (below) – especially in light of the fact that BMC are nearly always in my discussions with Forrester clients on ITSM tool selection (albeit sometimes only from a replacement perspective). And let’s not forget that BMC has long been the dominant ITSM player in terms of customer base with its enterprise and mid-market plays – Remedy and Service Desk Express. BMC continues to win a lot of new business. This is an offensive rather than defensive move.
I need to say something. I need to say something about ITIL in light of all the “poking” I have done via various mediums (such as the What Next For ITIL? and Giving Back To The IT Service Management Community blogs). The fact that ITIL is an easy target; and that breaking something is far, far easier than creating something. Hopefully, we all appreciate that it isn’t really that difficult to pick fault with just about anything, even if it is nigh on perfect (oh, and that is not intended to be read as “ITIL is perfect”). But as the oft-quoted senior manager quote says: “Don’t bring me problems, bring me solutions.”
I have great admiration for the creators of ITIL (or the IT Infrastructure Library as was) even though I do think that ITIL v3 became bloated, and potentially confusing, misdirecting, and demotivating. And, having only dipped in to my digital copy of ITIL 2011 I can’t yet comment on the latest incarnation of the IT service management (ITSM) best practice framework.
So what do I really want to say? Or “for heaven’s sake man, please cut to the chase.”
ITIL-bashing doesn’t work but we continue to do it
This might be an overly-dramatic statement but a lot of us do it.
I’d like to think that most, if not all, of us do it for the right reasons: we want I&O organizations to be better at managing IT service delivery and at enabling their parent businesses via technology. However, I can’t help think that WE need to change as much as ITIL needs to change.
Let’s look at some “facts” (OK, “facts” might not be the right word):
It sounds like the start of a bad Christmas cracker joke. Maybe the title of this blog should actually be, “Why Should Buying An IT Service Management (ITSM) Tool Be Like Buying A Car?” but let’s see where this goes. I'll deliberately avoid talking about salespeople.
I sometimes talk about new application development in the context of acquiring a car: in that the business often says “we want a green car” to IT rather than saying “we want a means to get from A to B that is aesthetically pleasing.” What I realized responding to a Forrester client inquiry this morning is that the same is true in selecting an ITSM tool.
How should one buy a car?
Let’s look at ITSM tool selection in terms of needing a new means of transport/business support, as you might not actually need a car:
Work out what you need it for (is the need for a car, tractor, plane, or pony?)
Identify the features you need based on what you need to achieve rather than what is available (will you use 16 cup holders?)
Identify what features you need/value most and don’t lose sight of them
Work out what you can afford (this might impact the above)
Speak to your “personal network” about their experiences with particular models and vendors
Look at what is being said on the Internet (the social commentary)
Consult aggregators of opinion and experiences (analysts and some consultants)
Speak with existing customers (and not just the ones that the car sales person points you at)
Ask for what you actually need
Always, always have a test drive and kick the tires (that is a test drive by the people who will be driving the vehicle in their job rather than the people who watch them drive). Get a pilot implementation
A lot continues to be said about the impact of “social” on IT support and for some it is now “so 2009.” To me, it was inevitable in 2009, and I wonder how far we have moved on in reality. Yes, some IT service management (ITSM) tool vendors have added in shiny new capabilities inspired by the adoption of mainstream social facilities such as Facebook and Twitter; but how many IT infrastructure and operations (I&O) organizations really understand social (and how social will impact IT support)? This, however, is the meat for another blog from the Forrester Community deli – today I only have time to drop a few sourpuss-thoughts in “virtual ink.”
So why am I being such a sourpuss?
Firstly, I am burdened by “the collective history of the ITSM community.” How often have we seen a great ITSM idea murdered in its execution? Consider the word “execution” here – it seems somewhat appropriate methinks:
What did we learn with the “knees-up” that was CMDB adoption in the late 2000s? It was an expensive party that many would love to forget.
How many I&O organizations are now buying service catalog technology rather than adopting service catalog management best/good practice that is supported by technology?
In September 2009 I wrote a "blog" called "Great ITSM and ITIL People to Follow on Twitter." In stumbling upon it again yesterday I couldn't help wonder:
What had happened to some of the Tweeters on the original list?
Who do I now follow that I didn't way back then?
In doing this I couldn’t help feel that, while I value Twitter as both an information resource and a workspace, I have been somewhat sleepwalking through it the last two years.
Why am I sleepwalking through Twitter?
It seems a strange thing to admit to, doesn’t it?
I literally “work” in Twitter these days and I would lose a dimension of my capabilities and “personality” without it (or a similar social environ). But the fact that I still place a heavy emphasis on the Tweets of the people below, that an updated list would not include that many more Tweeters, and that I didn’t realize that a few of the Tweeters listed are no longer actively Tweeting is quite scary to me.
My conclusion is that I have been very lazy in my use of Twitter (heaven forbid that people think that “number of Tweets” is a sign of Twitter proactivity).
So what should I do?
My original thinking from nine months or so ago (when I realized that Twitter was becoming a little incestuous in terms of my following of people) was to follow more Tweeters. I think I have nearly doubled the number of people I follow but I am still in the same place in many ways.
In response to a number of Forrester client inquiries and as part of the #Back2ITSM activities, before Christmas I polled a number of IT service management tool vendors about their views on IT service management tool verification or certification schemes such as PinkVERIFY and the OGC ITIL Software Scheme (others are available but these are the main two I receive inquiries on). I have still to analyze the vendor responses having given a response deadline of the 16th January 2012 but thought it wise to get the customer point of view on the value of such schemes.
So where do you stand on the worth of such schemes?
At the start of August, I wrote a speculative blog called Giving Back To The IT Service Management Community which was somewhat of a personal plea for anyone involved in IT operations, IT service delivery, IT support, etc. to “give back” to the larger community. This highlighted (or reminded us of) the need for the creation of lower-level, more granular, and ultimately more practical best practice information that is freely available to IT service management (ITSM) practitioners; as a quick start mechanism and/or to prevent the continued reinvention of the wheel by organizations wishing to better themselves. It all looked good with over three thousand unique views on the Forrester Blog site alone.
Firstly, I need to temper my expectations: the survey was open for two months and plugged by many on Twitter and by organizations such as the itSMF UK, the SDI, and Hornbill but still only 149 people started the survey. Why did I say “started,” because only 76 completed the two “meaty” questions.
ITIL is such a commonly used word in the kingdom of IT service management (ITSM) that it is easy to assume it to be a global phenomenon (how many people say “ITIL” when they mean, or should mean, “ITSM”?). After all the Official ITIL Website (http://www.itil-officialsite.com/) cites ITIL as:
“The most widely accepted approach to IT service management in the world. ITIL provides a cohesive set of best practice, drawn from the public and private sectors internationally.”
We know that ITIL exam numbers continue to be strong: with ITIL Foundation Certificate pass rates between January 2009 and July 2011 as follows courtesy of http://itsminfo.com/?p=245:
ITIL V2 Foundation: 142,000
ITIL V3 Foundation Bridge: 33,000 (existing certification holders updating)