Recently, I seem to have been asked a number of questions that are variations on a theme – “can I implement ITIL processes without engaging the business?” or “can I make some incremental improvements without bothering the business or do I need to have a big bang approach?”
There are a number of things that always strike me about such questions.
First, the assumption that service management is an IT issue and can be handled internally within the IT department. Y2K was an IT issue, since it was fundamentally about constraints that had been built into technology solutions – usually as a result of limitations with the technology at the time. Certainly, the resolution of some of the issues involved the business, since investigations often showed up anomalies such as multiple version of software, some of which were driving applications of limited use and little business value. Consequently, dealing with some items was predicated by a business decision. But the majority of work was about ensuring that systems continued to function correctly and that the business carried on as usual.
Service management is not like that. The whole purpose of implementing a quality service management solution is to ensure that a) the right services are developed and b) that those services are delivered in the appropriate manner. Leaving aside commercial service providers, where different drivers influence the services that are developed and supported, the basic remit about “which services” is entirely a business choice. We are either responding to a requirement expressed by the business or we are proposing a new or changed service that we believe will enable the business to be more competitive or tackle new ventures. Regardless, it is the business that decides whether a particular service is required. And, of course, it is the business that decides what qualities (performance, security, availability, etc) they require or are prepared to pay for.
So for a truly successful and sustainable solution, engagement with the business is essential – in most cases we are striving for integrated business processes that are enabled by technology. This is a message that many of us have been preaching for years, and has always been fundamental to ITIL, so it is somewhat disappointing to find so many who still seem to think that it is a “new” concept introduced in V3 and hence requires a major change in thinking.
Introducing a comprehensive service management solution is, for most organizations, really a service improvement programme – which will vary enormously in scope and scale, depending upon the current state of the organization and its processes. There needs to be a clear vision of what the organization wants/needs to be in order to meet the requirements of the business – which of course means dialogue to ensure common understanding. The vision needs to be communicated through all levels of the organization and everyone needs to buy into it, since all subsequent decisions will be taken in the context of whether they help the organization move towards achieving the state that the vision represents.
It is highly unlikely that any organization can move from where they are currently to where they wish to be in one single leap. So incremental steps need to be planned and implemented, with continual checks that objectives are being achieved and that the progress towards the desired state is being maintained. The business itself it likely to be subject to change and the vision will probably need fine tuning during the journey. And of course, there isn’t really a destination, a point at which we stop and say we’re done. We always have to keep seeking improvements, whether driven by our own internal efforts or dictated by changes in the business.
This isn’t to say that some improvements can’t be made without reference to the business. If we are monitoring and measuring our own performance, there are bound to be areas where can improve our processes and hence the deliverables. Of course, if we haven’t engaged with the business they will be unaware of our desire to improve our responses to their needs, the changes will be made from our perspective and, in the worst case, some improvements will be invisible or even immaterial to them.
We probably need proper investment to make the necessary changes, so it is best if there is clear visibility of the big picture and the longer term goal. Full budgetary approval may not be forthcoming immediately, so it may be necessary to start with changes that demonstrate quick wins. The more the business can see value being provided, the happier they will be to invest in ensuring that the services they require are properly funded and continually improved.
So, sooner or later, you have to engage with the business. At which point it is vital to remember that you are talking about developing and delivering quality services that the business will value – not about “implementing ITIL”. By all means mention that there are industry standards and best practices that you wish to adopt and adapt for your organization, but only as enablers towards achieving the service management solution that the business needs and deserves.
The customer may not always be right, but they certainly are king.
Any feedback and comments are always welcome!!
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