After being involved with hundreds of IT service management (ITSM) implementations over the past decade involving small and large organizations, I’ve found that there are as many ways to address each rollout as there are organizations.
Surprisingly, although you’d assume the magnitude of the challenge would scale with the size of the organization, this isn’t always the case. In fact, I’ve found that larger companies (though generally bigger and more complex) often present challenges that are easier to solve.
Most large organizations already understand the need for process. Without processes (flawed or otherwise) these companies wouldn’t survive. Typically it’s these internal workflows that have allowed them to become a large business in the first place.
Thus, when implementing ITSM at a large organization, the focus tends to be on process re-engineering rather than process adoption.
With smaller organizations, you often start with ad-hoc procedures and adapt these into formal processes. This will involve educating and convincing internal stakeholders of the value in standardizing workflows so that they are automated and repeatable.
This post is the first of three that shares key factors for success when implementing effective ITSM across an entire organization. In this first, I will tackle one of my favorites, The Big Bang Theory and why you shouldn’t try and rollout all processes at once.
ITSM – Biting off more than you can chew
ITSM is a fascinating and exciting concept. Once the light goes on and the business truly understands the upside and potential of an ITSM implementation, the sky’s the limit!
For example, an organization may decide to adopt best practices within an IT Infrastructure Library (ITIL). In their enthusiasm, they attempt to capture all processes within the ITIL framework. But regardless of the size of the organization, this is not a reality-based approach. Just like the Big Bang Theory you cannot roll out all ITIL processes all at once. All successful implementations are built-up process by process.
Although this type of experience is normally confined to small businesses (<1000 employees), I have also seen this occur at larger organizations. The common denominator (rather than company size) involves organizations that have little or no process structure in place. Therefore they lack the insight and perspective to properly scope and quantify the work that’s required for an effective rollout.
ITSM – A phased approach
Although we want to use a reality-based approach, we also want to preserve the enthusiasm. Channeling this type of positive energy will provide you with the internal champions and evangelists that will carry the project through to completion.
Sign up for Computerworld eNewsletters.