But enthusiasm needs to be tempered with realistic expectations about what it takes to make ITSM a reality at the organization level. I usually start by explaining that ITSM is a journey, not a destination.
ITSM is a continuous improvement process that never ends because the business is constantly changing. As the needs of the business change, so will the design and key performance indicators (KPI’s) of the business processes used to support it.
ITSM – Successive Success
The roll out of ITSM can also be iterative. The deployment and success of ITSM within a single department can be used to champion the effectiveness across the entire organization. Once other departments see the efficiencies have gone through the roof and user satisfaction has skyrocketed you have a powerful change agent in place.
Other departments will quickly see the benefits of streamlining everyday tasks and automating their own departments. HR may want to use ITSM to manage job applicants and manage employee benefit plans. The Marketing department may want to improve their job request workflows. Facilities may want to manage equipment and buildings through a formal auditable system.
The paths an organization can take with ITSM are endless. Once the business takes one bite, they usually want the whole pie. My guidance? Don’t eat it all in one sitting. Portion control is the key.
In my next post I will share how to manage the internal naysayer before and during the implementation of ITSM. As with all change, there are those who support and those who resist. My next installment will focus on how to deal with this type of person while implementing the best processes for the organization.
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