A SearchCIO.com E.book

CHAPTER 1 Complement ITIL With Other Methodologies

CHAPTER 2 Wachovia, Information Technology Barclays Bank on Investments in ITILs

CHAPTER 3 Overcoming Obstacles to ITSM Acceptance

CHAPTER 4 Service Management Next Steps to Maturing Your ITIL Strategy

Lean ITSM Methods in Lean Times As IT shops continue to look for ways to cut costs, increase efficiency and improve service, many turn to IT Service Management frameworks for guidance. Learn how to adopt or advance your use of ITSM practices to streamline IT and build an efficient, service-oriented organization.

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Complement ITIL With Other Methodologies By Karen Guglielmo CHAPTER 1 Complement ITIL With Other Methodologies ITIL can be more in an organization: CHAPTER 2 I Wachovia, effective when used Six Sigma: Six Sigma is all about Barclays meeting the needs of the customer, Bank on with other process Investments eliminating defects and improving the in ITILs methodologies, quality of processes, with metrics to show progress. Using Six Sigma in like Six Sigma, PPM conjunction with the ITIL framework, CHAPTER 3 Overcoming and ISO 20000. companies can more effectively Obstacles achieve the long-term goal of ITIL— to ITSM Learn how to Acceptance continual service improvement—and leverage a mix deliver better service to the end customer. CHAPTER 4 of methodologies. Next Steps to “Six Sigma is all about the out - Maturing Your comes,” says Gary Gack, owner and ITIL Strategy principal consultant of Process- MANY IT SHOPS are reaping the benefits Fusion.net, a consulting and training of using a variety of IT Service Man - company. “The tendency of ITIL is to agement (ITSM) process methodolo - say, ‘Build it and they will come and gies in conjunction with the IT Infra - things will get better.’ Six [Sigma] structure Library (ITIL). Methods such focuses on the outcome and can show as Six Sigma, project and portfolio measurable benefits sooner.” management (PPM) and ISO 20000 Wachovia, a Wells Fargo company, can help companies improve cus - is using Six Sigma with the ITIL frame - tomer satisfaction, increase produc - work. The company’s production man - tivity and provide more value to the agement technology group recently business in a shorter time frame. completed a project around produc - Here is a closer look at how each of tion releases, working with an internal these other process methodologies Six Sigma green belt. The issue the can complement the ITIL framework group set out to solve was IT’s difficul -

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ty with telling its customers how long has seen increased interest, according their requests would take; instead, the to experts and IT professionals. It’s a IT shop was averaging response times shorter set of standards—34 pages, and offering a blanket statement of vs. ITIL’s five books containing thou - three weeks to complete all projects. sands of pages of guidelines—and This solution was not efficient, pro - ductive or accurate. CHAPTER 1 “We needed a better production “ISO 20000 helps you Complement release arm to our organization to ITIL With Other Methodologies review all service requests in the narrow the field to just queue,” says Paul Ruppel, lead pro - must-do’s. ISO 20000 duction systems consultant at helps you focus.” CHAPTER 2 Wachovia. “We had to get managers Wachovia, —HEATHER STRICKLAND Barclays in place and review processes, Bank on strategist, Spectrum Health Investments resources and times and communi - in ITILs cate to our customers that have a request in flight a date for production of their request.” CHAPTER 3 Overcoming Ruppel and his IT team leveraged written in technical terms that many Obstacles ITIL and Six Sigma to create better IT organizations can easily compre - to ITSM Acceptance timelines for project requests, stan - hend. dardize duplicate process requests “ISO 20000 helps you narrow the and better communicate project field to just must-do’s,” says Heather CHAPTER 4 timelines to their customers. Strickland, a strategist in the office of Next Steps to Maturing Your the chief technology officer at Spec - ITIL Strategy I ISO 20000: ISO 20000 is a global trum Health, an integrated health standard that was created in 2005 to system in Western Michigan. “ISO define the more technical aspects of 20000 helps you focus.” an ITSM system. It was created to IT at Spectrum Health already uses support ITIL and the Microsoft Opera - the IT Infrastructure Library and is tions Framework. ISO 20000 actually aiming to adopt ISO 20000 in the incorporates all of the ITIL Service near future. “ITIL and ISO 20000 are Support and Service Delivery process - complementary toward each other,” es in its standards for accreditation. Strickland says. “In addition, our hos - In addition, it utilizes three other man - pital understands the certification agement system processes of its audit world—making ISO 20000 an own—business relationship manage - easier sell.” ment, supplier management and infor - At the Maricopa County Attorney’s mation security management. Office in Arizona, IT Division Chief Al The ISO 20000 standard recently Lucas manages the ITIL initiatives in

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his IT shop and is also personally cer - on the entire lifecycle of the service. tified in ISO 20000. “I got certified so that I would know more about what No matter what process methodol - the auditors would be looking for,” ogy you choose to use with your ITIL Lucas says. “It also helps us focus on what we should be doing and how we as an IT organization can help the “IT organizations are CHAPTER 1 business.” Complement now saying, ‘I under - ITIL With Other Methodologies I Project and Portfolio Manage - stand services and now ment: Most companies of a certain need a disciplined way size already have PPM processes in CHAPTER 2 to make decisions.’ Wachovia, place to govern the way they prioritize Barclays their project workloads. Many of these And these companies Bank on Investments same companies are also using ITIL to are re-spinning PPM to in ITILs streamline processes and create bet - ter standards for delivering services to make decisions relative the business. to services now.” CHAPTER 3 Overcoming As companies become more mature —JACK PROBST Obstacles in their ITIL processes, they’re seeing executive consultant, Pink Elephant to ITSM Acceptance the benefits of using formal PPM prac - tices to manage their service offer - ings. For instance, mature ITIL shops CHAPTER 4 that use service portfolio manage - Next Steps to Maturing Your ment (SPM) and have service catalogs framework, remember that they’re all ITIL Strategy can leverage their PPM processes to geared to the same goal: improving formally manage service rollouts, vs. service delivery to the customer. One just projects. challenge to be aware of is the ten - “IT organizations are now saying, ‘I dency for companies to create armed understand services and now need a camps. disciplined way to make decisions,’” “Each camp [Six Sigma, ISO 20000, says Jack Probst, an executive con - ITIL] has their own flag, their own sultant at Pink Elephant, an ITSM con - team and are trying to get people on sulting company. “And these compa - the same page,” Gack says. “Just nies are re-spinning PPM to make remember that [these process decisions relative to services now, not methodologies] are not in conflict, but just projects.” should instead be complementary.” I Many experts consider PPM the execution arm of SPM. The two work - Karen Guglielmo is executive editor of SearchCIO. ing together allow companies to focus com. Write to her at [email protected] .

4 LEAN ITSM METHODS IN LEAN TIMES • SEARCHCIO.COM Chapter 2: Case Studies

Wachovia, Barclays Bank on Investments in ITIL By Karen Guglielmo CHAPTER 1 Complement ITIL With Other Methodologies currently using version two of ITIL, Learn how Wacho- along with some integration practices CHAPTER 2 Wachovia, via and Barclays contained in ITIL V3. Following the Barclays ITIL processes of incident, change, Bank on Global Investors Investments problem, configuration and service in ITILs enacted ITIL best portfolio management has saved the company approximately $20 million practices to tackle through improved processes and effi - CHAPTER 3 Overcoming culture and change ciencies, according to Paul Ruppel, Obstacles production systems consultant lead at to ITSM management issues. Acceptance Wachovia. Similarly, Barclay’s Global Investors is immersed in ITIL V2 but implementing some parts of V3. CHAPTER 4 Next Steps to WHAT ARE THE enterprise-level benefits Here’s a look at how these two lead - Maturing Your of an investment in IT Infrastructure ing financial services organizations are ITIL Strategy Library (ITIL) best practices—espe - leveraging ITIL best practices to cut cially in today’s economy? How about costs, improve service delivery to the cost savings in the millions and the business and increase IT transparency. ability to improve efficiencies and eliminate redundant procedures? These are the types of benefits real GETTING STARTED companies, like Wachovia , a Wells As with most companies, Wachovia Fargo Company, and Barclay’s Global began its implementation of the ITIL Investors , are experiencing using ITIL. V3 framework by focusing on problem Both companies have implemented and incident management as subsets the ITIL framework during the past of the change management process. year and seen significant cost savings This allows Wachovia’s IT organiza - and improvements in productivity. tion to more easily determine the root Wachovia, which completed a cause of an issue and how it affects merger with Wells Fargo in January, is related business systems.

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“We have a categorization of events of infrastructure service management that gives each incident a number and at Barclays Global Investors. Most criticality level to the business—we organizations begin with these three call this RTO, or return to operation,” processes because they are well Ruppel says. “So when an event understood and tooling is mature, comes into the operations center, we making them easier to implement know the RTO and incident number.” and helping the business see a quick

CHAPTER 1 Ruppel and his team determine the return because of better incident han - Complement severity level and number by review - dling, faster response time and greater ITIL With Other Methodologies ing issues such as how much money availability of systems. is lost per minute or second and whether the outage or incident will CHAPTER 2 USING A SERVICE CATALOG Wachovia, prevent trades from going through Barclays the system. One of the key objectives Patel was Bank on Investments “There is an immediate value to hired to accomplish was to implement in ITILs incident, problem and change man - a service catalog that would allow agement,” says Nilesh Patel, director both IT and the business to view all

CHAPTER 3 Overcoming Obstacles to ITSM Acceptance Tools to Optimize ITIL Processes

CHAPTER 4 THERE ARE VARIOUS tools available to manage specific tasks outlined in the ITIL frame - Next Steps to work. For instance, Wachovia uses a product from Tideway Systems Inc. for auto - Maturing Your ITIL Strategy mated resource discovery. The tool offers profiles that show the types and versions of software on specific machines. It allows IT to say, “I know what you already have, and now let me tell you what else we have to offer you,” says Paul Ruppel, produc - tion systems consultant lead at Wachovia. Ruppel and his team also hope to use this tool in the future to dynamically update their configuration management database (CMDB). “For example, when a new machine comes across the wire, [the product will tell us] what the machine does, who owns it and who supports it,” Ruppel says. “This functionality gives our opera - tions center a view of the network and IT the ability to understand what type of packages each customer should have.” Barclays Global Investors uses the Service Catalog Solution from newScale Inc. to handle its service catalog and service portfolio management processes. The investment firm also uses Hewlett-Packard Co.’s Service Manager suite for all other ITIL-related tasks, including incident management, change management, configuration management and reporting. —K.G.

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the services offered by IT, their costs That is certainly true at Wachovia, and delivery times. “The objective was which in addition to its ITIL efforts has improving IT transparency,” Patel says. been in the midst of a corporate merg - “We actually had a good handle on er with Wells Fargo. That will mean internal IT costs but wanted a standard best practice integration issues, such way to communicate the cost, deliver as those involving data collection for our services and deepen our under - the configuration management data -

CHAPTER 1 standing of the drivers of IT cost,” he base (CMDB). “When we add Wells Complement explains. Part of that was because to our configuration database, we’ll ITIL With Other Methodologies Barclay’s Global Investors’ IT depart - need to start gathering and holding ment had been growing rapidly in the large amounts of data from their lines last few years in line with its business. of business,” Ruppel says. “This could CHAPTER 2 Wachovia, Implementing a service catalog was be an issue with workflow and culture Barclays also instrumental to improving IT effi - shift for [Wells Fargo employees].” Bank on Investments ciencies at Wachovia. But the CMDB will ultimately help in ITILs “When we started our service cata - the IT team, which, like other parts of log, we had all different types of offer - the organization, experienced staff ings that we had to break down to cuts after the merger. Ruppel says he CHAPTER 3 Overcoming individual service tasks,” Ruppel says. and his team hope to use ITIL’s config - Obstacles “We worked with the QA department uration management process and to ITSM Acceptance to write test scenarios for each task “identify repeatable processes that and incorporate repeatable processes.” are low-level and mundane and auto - The most recent version of mate or send them out,” which would CHAPTER 4 Wachovia’s service catalog has nine help them manage the additional Next Steps to Maturing Your categories of services broken down workload with fewer staff members. ITIL Strategy into at least 300 individual tasks. It Ruppel adds that he also plans to cre - provides customers who submit a re- ate intelligent forms for monitoring quest with end-to-end expectations of requests that can be plugged into a how long it will take to execute a task CMDB and to automate responses. and what the costs are, as well as the At Barclay’s, Patel knew the steps to ability to track the deliverables against take to best formulate an ITIL culture, promised service-level agreements. having come from an ITIL implemen - tation at DHL two years ago. “There’s a cost to implement ITIL initially,” says CULTIVATING AN ITIL CULTURE Patel, and it’s not just tools. “You have Culture management is a critical com - to hire and train the right people and ponent of the success of any ITIL im- change the way you do business.” I plementation. ITIL success is depend - ent on changing people’s behaviors Karen Guglielmo is executive editor of SearchCIO. and the way they do their jobs. com. Write to her at [email protected] .

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Overcoming Obstacles to ITSM Acceptance By Karen Guglielmo CHAPTER 1 Complement ITIL With Other Methodologies ects, but journeys, according to ITSM The goal of any practitioners and consultants. CHAPTER 2 Wachovia, ITSM program is not Barclays Bank on purchasing the tool Investments LACK OF EXECUTIVE in ITILs or implementing the SUPPORT A lack of executive sup - processes. Instead, port is the biggest obsta - CHAPTER 3 1 Overcoming it’s about creating an cle, according to experts. Obstacles Without it, users won’t buy in to the to ITSM organizational culture Acceptance programs. to embrace these “If you don’t have executive support, run away,” says Jack Probst, executive CHAPTER 4 new best practices. Next Steps to consultant at Pink Elephant, an ITSM Maturing Your consulting company. “Getting ITIL up ITIL Strategy and running is not a grass-roots effort.” SUCCEEDING WITH AN IT Service Man - Successful executive support raises agement (ITSM) or IT Infrastructure awareness for efforts and validates Library (ITIL) implementation often their importance to the organization. means changing processes and the That was the case at the Maricopa way people do and think about their County Attorney’s Office in Arizona, jobs—in short, changing the organiza - where IT Division Chief Al Lucas got tional culture. And culture manage - the second-in-command executive ment, like any type of change manage - and the steering committee to buy ment, has several big obstacles. into ITIL when he first implemented The three biggest obstacles CIOs it eight years ago. face when addressing organizational Lucas and his team secured the culture issues are executive support, support of business executives to lead old school mentality and understand - the strategy and let his IT team devel - ing that ITSM and ITIL are not proj - op what was needed to support it. He

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took on the role of ITIL evangelist/ authority and buy-in already, explains champion not only in Maricopa Coun - Troy DuMoulin, an associate vice ty, but across the state as well. “I’m president at Pink Elephant. trying to get the state to look at ITIL the same way they looked at PMI,” he says, referring to the state’s invest - “If you don’t have ment in certification from the Project executive support, CHAPTER 1 Management Institute Inc. Complement With the help of itSMF Internation - run away.” ITIL With Other Methodologies al, Lucas set up a statewide ITSM —JACK PROBST seminar to get companies—both pri - executive consultant, Pink Elephant vate and public—re-energized over CHAPTER 2 Wachovia, ITSM and ITIL. This has helped bring Barclays awareness of ITIL to more organiza - Bank on Investments tions, as well as his own. “Overall, “Be successful with quick imple - in ITILs it’s been a great success,” Lucas mentations, and then you can start to says. shine,” he says. “At some point, some - Those who don’t have executive one at the top will begin seeing that CHAPTER 3 Overcoming support before starting an ITSM or something new is going on, and they’ll Obstacles ITIL implementation can tee off with start giving that group or individual to ITSM Acceptance processes in a sphere where they have the opportunity to sell up.” That can

CHAPTER 4 Next Steps to Maturing Your ITIL Strategy Six Layers of Resistance to Change

ACCORDING TO Eli Goldratt, business leader, author and creator of the “Theory of Constraints,” there are six layers of resistance to change that must be overcome before a new idea or initiative can be accepted and adopted by an organization. 1 Disagreement about the problem. 2 Disagreement about the direction of the solution. 3 Lack of faith in the completeness or maturity of the solution. 4 Fear of negative consequences generated from the solution. 5 Too many obstacles on the road to reach the solution. 6 Lack of knowledge about what to do.

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then lead to executive support and month,” Lucas says. To address this, opportunities to sell across and down he’s investing in ITIL training for his the organization. staff and working with others to Another tactic is to bring in experts understand the concept of IT as a to present an external view to the executive team on the importance of these process standards. An external “ITSM methodologies CHAPTER 1 view often helps executives realize Complement that the status quo is no longer can only become ITIL With Other Methodologies acceptable in the industry, DuMoulin more formalized and says. more important when “ITSM methodologies can only CHAPTER 2 the executive team Wachovia, be-come more formalized and more Barclays im-portant when the executive team realizes the risk of Bank on Investments realizes the risk of not having it,” he not having it.” in ITILs says. —TROY D uMOULIN associate VP, Pink Elephant

CHAPTER 3 Overcoming THE NAYSAYERS Obstacles Changing the way people to ITSM Acceptance do work is very personal. 2 People have been doing a service to the business. certain job a certain way In many cases, employees who are CHAPTER 4 for a long time—and have often been resistant to change try to stall the Next Steps to Maturing Your rewarded for their successes. Then project (see “ Six Layers of Resistance ITIL Strategy along comes a team saying there’s a to Change ”). They might say, “We’ve way to do it much better. You can see been doing this for years; we don’t why you’d get pushback. need ITSM. We’ll just get a tool.” Or, “You need to celebrate quick wins “We’ve heard there are a lot of flaws and tell the stories of success,” Probst in those ITIL books; we should wait says. “Make it personal and don’t talk till they’re perfected.” dollars and cents.” Knowledge should be your first Many employees consider ITIL and tool used here, DuMoulin advises. other ITSM methodologies just anoth - A thorough communication plan that er business trend. That’s still the case explains what ITSM is, what the at the Maricopa County Attorney’s implementation process will look like Office, after eight years. “I would say and how it will affect people’s current two-thirds to three quarters of my jobs helps defuse misinformation and technical team is still on board, and gets stakeholders on board before the rest think of it as the fad of the potential negativity has time to take

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hold. “A plan to change behaviors case—it was only the beginning. The should be on your communications processes still needed to be managed plan, not tools and process design,” and measured over time. DuMoulin says. To address this issue, Lucas Consider getting human resources involved in this messaging, since it involves people and their work prac - “A big challenge to CHAPTER 1 tices. Otherwise, appoint a capable Complement person in IT to manage communica - successfully imple- ITIL With Other Methodologies tions. menting ITIL and other Companies should also have ITSM ITSM methodologies kickoff meetings; however, DuMoulin CHAPTER 2 is that you can’t declare Wachovia, cautions, you shouldn’t spend all the Barclays ITSM communications budget up a win when it’s over— Bank on Investments front. “Plan your communications because it’s not a project in ITILs back to when you’re going to hit a dry with a start and end period, with no quick wins or releas - es,” he says. “It’s better to spend your date. ITIL and other CHAPTER 3 Overcoming communications budgets mostly in ITSM methodologies Obstacles the middle or toward the end of the to ITSM are about the journey. Acceptance implementations.”

CHAPTER 4 IT’S A JOURNEY, Next Steps to Maturing Your NOT A PROJECT refreshed his own ITIL V3 training in ITIL Strategy A big challenge to suc - an effort to better understand the IT 3 cessfully implementing Infrastructure Library and also to be ITIL and other ITSM able to drive people in the right direc - methodologies is that you can’t tion. declare a win when it’s over—because People need to know that ITSM and it’s not a project with a start and end ITIL continue to be important to their date. ITIL and other ITSM methodolo - teams and the executives. If the man - gies are about the journey. “Projects agement team takes ITSM off its are understood as only temporary in scorecard, things go back to the way nature,” DuMoulin says. they used to be. ITSM and ITIL can’t Once Lucas’ team completed the survive in that type of environment, implementation of the incident and Probst cautions. I problem management processes of ITIL, “I think they thought it was fin - Karen Guglielmo is executive editor of SearchCIO. ished,” he says. But that wasn’t the com. Write to her at [email protected] .

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Next Steps to Maturing Your ITIL Strategy By Kristen Caretta CHAPTER 1 Complement ITIL With Other Methodologies prove itself to the business, but with Some ITIL imple- incident, problem, change, all of a sud - CHAPTER 2 Wachovia, mentations stall den IT looks like they have their act Barclays together,” says George Spalding, a Bank on once IT gets incident, Investments senior analyst at Pink Elephant, an ITIL in ITILs problem and change consultancy in Burlington, Ontario. “They’re handling the incidents better, management under problem management is intact, and CHAPTER 3 Overcoming control. Here’s what changes aren’t producing as many Obstacles issues. to ITSM ITIL practitioners Acceptance “Then they stop,” he says. advise to keep Future ITIL implementations often don’t produce the same quick results CHAPTER 4 driving benefits Next Steps to or have the same immediate ROI to Maturing Your and maturity. justify the effort. That can discourage ITIL Strategy the team, slowing momentum and stalling additional implementation of ITIL principles. MANY ORGANIZATIONS DECLARE them - How can IT get over the implemen - selves “immersed” in their IT Infra - tation hump? Here, practitioners structure Library (ITIL) implementa - share their ideas for moving your ITIL tion because they have succeeded strategy forward, from specific ITIL with incident management, problem practices to attack next to general tips management and change manage - for keeping momentum going. ment. And those are the places most organizations start. But for those look - I Engage the entire team in the ing to mature their ITIL strategy, the effort to find solutions for continuous focus on continuous improvement is a improvement, such as setting harder road to tread. standards. “Some experts say project “IT doesn’t get a lot of chances to implementation relies on people,

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process and technology—I say it’s tations. people, people, people, process and “The days of large, big-bang rollouts technology,” Spalding says. “You can, are gone,” says Robert Stroud, interna - in essence, buy the technology and tional vice president of the IT Gover - the process flows in ITIL, but you can - nance Institute and IT Service Man - not buy the hearts and minds of the people to run it.” CHAPTER 1 Often, IT gets stuck in an imple - “Some experts say Complement mentation rut because no one is ITIL With Other project implementa- Methodologies encouraging further improvement. Harry Butler, director of infrastructure tion relies on people, at Elbit Systems of America LLC, process and technol- CHAPTER 2 began an ITIL implementation eight Wachovia, ogy—I say it’s people, Barclays years ago—the start of which was Bank on people, people, process Investments a struggle getting his team on in ITILs board. and technology.” “Standardization is tough because —GEORGE SPALDING you can bring five networking guys in CHAPTER 3 senior analyst, Pink Elephant Overcoming a room and give them all the same Obstacles problem and they will come up with to ITSM Acceptance five different solutions,” Butler says. But by listening to each idea and working collaboratively, “we make agement and IT governance evangelist CHAPTER 4 everyone a part of coming up with at CA Inc. “You need to split your Next Steps to Maturing Your the standard solution.” service management implementations ITIL Strategy On top of collaboration and em- up into small, sharp pieces to show ployee involvement, Butler says he value to the business quickly.” also had good luck sharing the results In Butler’s experience, documenting of the wins with the group—how the services, developing standard proce - widely recognized industry best prac - dures and taking on some of the low- tices were saving time and money. hanging fruit allowed his team to move systematically through the ITIL I Set incremental goals and take best practices. self-assessments to track your “We set a maturity goal for our - progress. ITIL is a process of contin- selves after the first two years and ual improvement. By approaching it brought in Pink Elephant to assess our incrementally and building a solid progress,” Butler says. After receiving foundation, the business has a chance an ITIL maturity score and some to digest the changes and benefits— direction and guidance, he and his further encouraging future implemen - team dived in again. “We knew where

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we needed to improve and where we tion of efforts, better cost transparen - were succeeding, so we kept at it.” cy of services and increased produc - From that point, they brought in tivity within IT. the consultants biannually for similar “The business wants services like assessments to ensure continual accounts payable, new employee on- boarding, full desktop support, etc.,” Spalding says. “And they want to CHAPTER 1 “The days of large, know exactly what they are getting for Complement X amount each month and why it’s ITIL With Other Methodologies big-bang rollouts are necessary.” gone. You need to split I Then pursue configuration CHAPTER 2 your service manage - Wachovia, management. Once it has created a Barclays ment implementations service catalog, IT needs a way to Bank on Investments up into small, sharp manage and monitor all those services in ITILs pieces to show value to maintain the new level of service the business now expects. Enter con - to the business quickly.” figuration management. CHAPTER 3 Overcoming —ROBERT STROUD , international VP, This requires a new tool—a config- Obstacles IT Governance Institute uration management database—and to ITSM Acceptance a lot of work, but it’s an important next step in the evolution of your ITIL strategy. Configuration management CHAPTER 4 is usually broken into four tasks: Next Steps to Maturing Your improvement. And in between formal ITIL Strategy ITIL maturity assessments, Butler says 1. Identification of all IT his team took advantage of itSMF components. International’s self-assessment tool to 2. Control and management regularly track progress. of each component. 3. Status maintenance. I Establish a service catalog. A 4. Data verification. service catalog is a steppingstone or foundation to take on other ITIL Configuration management, with- processes because it clearly establish - out a service catalog, is almost impos - es what services IT performs, stan - sible to implement, according to dardizes the processes for delivering Spalding. “Chances are you weren’t those services and shows the busi - able to prove the ROI for a configura - ness how much they cost. tion management implementation The benefits of implementing a from incident, problem, change service catalog include less duplica - processes alone,” he says. “But now

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that you’ve sat down with the busi - ness side and laid out these SLAs, you have to keep your promises.”

I Pursue financial management and even service portfolio Lean ITSM Methods in Lean Times is produced by CIO/IT Strategy Media, management. IT financial manage - © 2009 by TechTarget. CHAPTER 1 ment is another likely next step, Complement according to Stroud. “One of the ITIL With Other Jacqueline Biscobing Methodologies problems IT typically has is business Managing Editor accountability because there is no financial transparency,” he says. Linda Koury CHAPTER 2 Art Director of Digital Content Wachovia, Knowing how much IT is spending Barclays alongside the mission-critical services Anne McCrory Bank on Editorial Director Investments identified in the service catalog can in ITILs help in financial planning. For exam - Karen Guglielmo ple, it can help determine the costs of Executive Editor risk assessments and business impact CHAPTER 3 Kristen Caretta and Rachel Lebeaux Overcoming assessments for disaster recovery and Associate Editors Obstacles business continuity and what is to ITSM Acceptance charged in the recovery of various FOR SALES INQUIRIES Stephanie Corby services. Senior Director of Product Management Service portfolio management, [email protected] CHAPTER 4 which provides an overarching view (781) 657-1589 Next Steps to Maturing Your of IT across the entire service life- BUSINESS STAFF ITIL Strategy cycle, takes service management to Andrew Briney the highest level. It requires a mature Senior Vice President and Group Publisher ITIL culture and implementation of Stephanie Corby many of the practices described Senior Director of Product Management above, in order to look at the tactical, strategic and operational demands on Jillian Coffin Publisher, Sales IT, how they integrate and where the bottlenecks are. Kari Lindquist and Theron Shreve In so doing, it enables IT to move Product Managers beyond reactive operations to focus Katie Graybeal on proactive measures to deliver Marketing Manager consistent service to the business. I Lee Tetreault Kristen Caretta is the associate editor for Marketing Programs Associate SearchCIO-Midmarket.com. Write to her at [email protected] .

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