You may have noticed in my recent articles that I often refer to being realistic about what you are setting out to achieve.....the importance of understanding this point is such that I would I wanted to explore this a little further.
Many ITIL® and Service Management implementations don't always necessarily set out to achieve change on a massive scale, however I often find as an initiative starts to gain momentum, expectations start to grow and all of a sudden the scope has become larger and more complex than the original intent, therefore making the implementation of capabilities to meet expectations an overwhelmingly difficult task.
Slipping into a state of overwhelm is easily done, it is often the cause of trying to do too many things at once and not having a clear understanding of what you are trying to achieve. Learning the hard way has taught me to focus and commit to a limited scope and to work with my sponsors to ensure that what they want me to achieve is in alignment with what is achievable, I can then start to leverage the ITIL® guideline to support me delivering to the agreed outcomes and deliver a solid baseline of capability. If your initiative is focused on Improving your current operational capabilities, then agree whatever you are now (your baseline), then initiate you can initiate an improvement initiative focused on developing and improving your identified operational processes. It is important to get agreement upfront prior to the work commencing.
Implementing Service Management effectively requires a well thought out and coordinated approach across People, Process, Tools and Partners. It is through balancing your efforts these 4 components that you will establish an understanding of what your baseline capability will look like prior to any subsequent improvement activities..
Each organisations needs are different and it doesn't really matter where you start, here is a basic High Level Example of a 'first cut' baseline of capability:
1. Process - 5 Core High Level Processes documented and published on the intranet
2. Tool - Core tool capabilities built, in place & tested, tool training Material developed
3. People - Process Owners Names Identified, Support Resources transition underway
This example is not focused on end state capabilities; however it does provide a clear agreed, measurable and focused target of baseline of capability. Once you have a baseline of capability is in place you can then start to plan further formal activities to mature these capabilities.
Good Luck, Until Next Time,
About The Author:
Kirk is the Founder and Principal Advisory Consultant at Service Management Specialists, he helps people and organisations to improve the way they plan, design and operate Information Technology specifically within the IT Service Management & IT Process Improvement domains for the modern workplace. Kirk has provided guidance to hundreds of people around the world, helping to bridge the gap between theoretical knowledge and real world experience.