Program Governance
Having completed some type of maturity assessment, most organizations then plunge into the task of implementing one or more of the ITIL Service Management processes. They typically get going with this effort, without first having produced the necessary forms of ITSM project governance and strategic program support. Such important elements inlcude, among others, a Service Improvement Program charter, a Business Justification, Program-level metrics, and a basic Communications Plan. Some of TDG's clients ask us to create these necessary artifacts and guidance after the project has been kicked off. Either way -- they are critical to success. Supporting Your Efforts at Process Improvement
TDG assists our clients in transforming their Service Management organization through adoption of the Service Delivery disciplines.The following five more strategic ITIL Service Delivery processes (and the Knowledge Management function that supports them) describe how an effective operation can enable day-to-day management of IT Operations.- IT Service Continuity Management (itSCM)
- Financial Management for IT Services (FMit)
- Service Level Management (SLM)
- Capacity Management (CpM)
- Availability Management (AM)
Service Delivery describes the processes necessary to deliver quality, cost effective IT services. It implies, among other things, the existence of an IT Service Catalog. TDG has experience, templates, workflows, policy documents, procedures, techniques, and tools necessary to implement any combination of the five Service Delivery processes.
What is an IT Manager to Do?
The key is for the IT Service Manager to learn how these processes do and do not affect him (or her) and how to take advantage of any process improvement efforts without disrupting ongoing operations. These are real-world challenges that are significant in their scope and severity. Most analysts either skip over this complexity or are unaware of how hard it is to actually change the way IT Operations are run. Not so with TDG.
We invite you to investigate and compare our approach with that contemplated by your internal staff as well as other consultancies. We look forward to discussing the specific and technical details of how to enable ITIL adoption of Service Delivery processes while overcoming a wide variety of barriers to improvement and achieving financial payback. TDG has experience, templates, workflows, policy documents, procedures, techniques, and tools necessary to implement any combination of the five Service Support processes. We combine our expertise with these templates and the LaserOps™ consulting methodology to create an overarching Process Design Document (PDD) which provides governance for the process from ownership, to implementation, to continuous improvement. For a sample a PDD Table of Contents, Standard Operating Procedure (SOP), or a process-specific workflow visit the Deliverables page under Resources or click here.
So What is the TDG Implementation Approach?
The most intimate details of our process installation methodology are contained within our LaserOps™ consulting methodology. However, we have provided below the names of each phase for illustration. - Produce the Program Critical Success Factors (CSFs)
- Determine 'as is' Gaps with 'to be' Design
- Generate the Process Design Documents (PDDs) for each ITSM process
- Develop process-specific Implementing Workflows and Procedures
- Deliver internal role-specific training
- Hold a Process Sandbox
- Modify Process Designs
- Conduct Customer Training and Awareness
- Rollout processes in Production
Why is this Approach so Different?
One of the most significant artifacts of an ITSM implementation that organizations often overlook is deployment of new integrated Standard Operating Procedures (SOPs). After all the visually-pleasing workflow diagrams are created, process policy guidance is promulgated, and publicity statements are issued, it is tempting to drop the task of 'SOP development' from the project Gannt chart. This is so because SOPs are detailed, difficult, and have the unenviable goal of changing the way that IT staff and managers perform their tasks. This makes their creation, update, and adoption a challenging effort. It is a responsibility from which TDG does not shy away. |
