During the summer I wrote about where an IT Service Delivery Roadmap may take you. Thanks for some great feedback especially to my conclusion 'somewhere better than where you're at now'.
Having addressed 'where' it could take you let's take a look at 'how' you put together an IT Service Delivery roadmap. The following is by no means an exhaustive 'to do' list but it should give you a starting point and an idea of what is needed.
Remember too that you don't have to go it alone. Creating an IT Service Delivery roadmap can be daunting. There are lots of potential pitfalls and the service delivery market is an ever expanding universe of opportunity - there's a lot of choice - so what you choose today might not be the best solution in a year.
With that in mind, my first advice would be to start with a mindset that you are going to avoid costly lock-ins to service providers.
I heard a cute joke today from an IT Service Manager friend's son Benjamin, who is only 10.
Q: Who makes sure everything goes to plan in the anthill?
A: The govern-ants.
Great isn't?! Made me smile. And well done Benjamin for identifying the value of asking ‘who?’
‘Who’ is one of the most important questions when considering IT Service Management governance. Together with What, Why, How and When, I consider it one of the cornerstones. In this blog let's briefly explore each of them. Starting with ... what.
What is ITSM governance?
Have you ever considered how much of your IT Service Delivery time is spent managing vendors?
It's OK if you haven't, most don't give it a great deal of thought. Actually, it often gets lost under other headings. For example, there may be a due diligence issue (that’s caused by your vendor selection!) and it creates a delay for your Project, chances are when you come to look back upon and learn from your Project it's more likely you'll remember that your issue was with 'due diligence' rather than 'vendor selection'.
The point is, a lot of what you do is probably vendor management but because you've given it an alias or a pseudonym - it escapes your attention. It’s time to start calling a spade a spade. If you have five minutes of calm this week just ponder how much of what you do would fall under a heading of vendor management - you may be surprised.
I've had similar conversations with CIOs and IT professionals over the years and often the realisation of just how much time (and money) is spent (and lost) with difficult multi-vendor contract negotiations, vendors who under-deliver, weak SLAs, missed KPIs ... i.e., how much time is spent managing vendors is enough to make them wonder if there is a smarter way. They usually find that smarter way not only makes things easier but also reduces costs and provides better value.
To give you an idea of what I mean, here’s a top five list based on my own experience. See if anything chimes with you here.
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