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5 Simple Tips for Effective Problem Management

Posted By Charles Fraser, 23 June 2016
Updated: 22 June 2016


Undertaking effective ITIL-based problem management is essential for any IT organisation that wants to deliver high levels of service availability and consistently high quality IT services.

It is however an unfortunate fact that the great majority of IT organisations fail to realise any noticeable benefits from the time and effort they spend undertaking problem management.

This article provides you with five simple and practical tips to help you to set up and maintain effective problem management.


Tip 1: Focus your problem management efforts on finding permanent solutions

Forget about using problem management to find temporary solutions.


If you want problem management to deliver real and tangible value then you must develop a problem management process that focuses on finding permanent solutions.


Only by focusing your problem management activities on permanent solutions will you be able to substantially reduce your volume of incidents. And it is in the reduction in the volume of incidents that the real value of problem management is to be found.


It is important to be clear about the distinction I am making between permanent and temporary solutions:


  • A permanent solution is where the underlying cause of the incident(s) has been addressed in such a way as to prevent the incident from occurring again


  • A temporary solution is one which is employed to get the user up and running again ('as quickly as possible') but which will not necessarily prevent the incident from re-occurring in the future – e.g. temporarily re-routing a user to a different print queue


Please note I try to avoid using the term 'workaround'. This is because it confuses everybody. It is confusing because it can be applied to both permanent and temporary solutions. Because of this it is best to avoid this term (stick with permanent or temporary solutions – these are terms that everybody can understand).


So, the key to getting real value from problem management is to build a process that concentrates on finding permanent solutions. Only by doing this will you be able to deliver the value (reduced volume of incidents) that justifies the time, effort and resources involved in the investigation of problems and the subsequent deployment of permanent solutions.



Tip 2: Make sure your problem management process delivers real value

Most organisations that are familiar with ITIL undertake some form of problem management. And with very few exceptions they are wasting their time. This is because they have put in place a problem management process that delivers no real (tangible, meaningful and measurable) value.


How do you know if your problem management process is actually delivering value? Well, first of all you need to forget all about the various (irrelevant) metrics that are often mentioned. For example, the time taken to complete a root cause analysis, the number of problems in the backlog, etc. None of these actually indicate, reflect or measure the value of undertaking problem management.


There is in fact only one truly tangible and meaningful measure that your problem management process is delivering value – and this a reduction in the volume of incidents. If this is happening you have a worthwhile problem management process. If this is not the case… well, sorry to be blunt but you are just wasting your time. It is that simple.


You must regularly (every three months?) review your problem management process to check that it is delivering value and that the volume of incidents is falling. If it is not then you need to stop what you are doing and change. Change your process. Make it better – make it effective.


If you want, you can go a stage further and set some specific targets. For example, reduce Priority 1 incidents by 40% within three months (this is a very valid target because it ensures that you are addressing the incidents with the greatest adverse impact), reduce network printing incidents by 60% over six months, etc.


Now I am fully aware that other factors can impact the volume of incidents, and a lot of organisations use this as an excuse for not using incident volumes as a measure of problem management effectiveness. I do accept that many factors can impact the volume of incidents, and in some circumstances even with good problem management in place you might see incident volumes (temporarily) increasing.


But even with all these potential issues the volume of incidents still remains the single most important indication of the effectiveness of your problem management process. Forget everything else: just make sure you are achieving this and, if not, then do something about it!


Tip 3: Make your service desk/incident manager your problem manager

Yes – I know. This is something that ITIL advises against. And I know and understand why ITIL advises against this. But I believe that in this case ITIL has got it wrong.


There is in fact a very good reason why your service desk/incident manager should also be your problem manager. But before I go into that I want to be very clear on what the role of problem manager actually involves.


Problem manager is not a technical role, and the problem manager does not undertake problem investigations. Problem investigations (both the root cause analysis and the solution identification) are undertaken by an appropriate subject matter expert (SME).


The primary responsibilities of the problem manager are in fact administration, co-ordination and facilitation. The specific activities, among other things, include:

  • Reviewing requests for problem investigations to see which are justified
  • Developing the business case for each problem investigation in order to justify the resources required for that investigation
  • Arranging for the appropriate SME resources to be made available and assigned to a relevant problem investigation
  • Producing the terms of reference to be followed by each SME undertaking a problem investigation
  • Overseeing the investigations undertaken by the SME
  • Validating the root cause analysis and the proposed permanent solution
  • Reviewing the effectiveness of the deployed permanent solutions.


In the majority of organisations there is rarely the justification for a full-time resource to act as problem manager. Therefore it is often combined with another role. The first, and very important point, is that you must appoint somebody to this role. You will not be able to undertake effective problem management without somebody acting as (an effective!) problem manager.


Now back to the original point. Why do I disagree with ITIL and recommended that you combine the roles of service desk/incident manager and problem manager?


Well the reason is simple. The primary goal of the problem management process is to reduce the volume of incidents (see Tip 2). So you want to ensure that the problems prioritised for investigation are those that will deliver the greatest benefit – i.e. will lead to the biggest reduction in re-occurring incidents (or will eliminate the most 'damaging' incidents). Makes sense so far?


So - who is best placed to decide which problem investigations will deliver the greatest benefit? Who is best placed to decide which problems will justify the resources required for investigation?


It is clear this has to be the person who stands to benefit the most (in the IT organisation) from the reduction in incident volumes, and the person who has the greatest visibility and understanding of current incident trends and volumes.


This is clearly the service desk/incident manager. This is in fact the IT role that has the greatest vested interest in ensuring that you are undertaking effective problem management. And this is why the roles should be undertaken by the same person.


There is no 'conflict' between these roles; there are only shared goals and benefits. So combine the roles - it is the only sensible option.



Tip 4: Get on with it – you do not need specialist resources or tools 

Some organisations hesitate to put problem management in place because they believe they lack the 'resources' to undertake problem management – i.e. the required people and an integrated incident/problem management system.


This is nonsense. You do not need any special resources in order to undertake effective problem management. You can do it perfectly well with the resources you already have.




Unless you are a large third-party IT service provider you do NOT need to set up a dedicated problem management team, full of technical experts to undertake problem investigations. This is in fact completely the wrong thing to do.


The SMEs you allocate to undertake the problem investigations will in fact come from your existing IT departments and teams. The key is to make sure that the time and effort they spend on problem investigations is fully justified. This is a responsibility of the problem manager (see Tip 3). How much time will the SMEs need to allocate to problem investigations? Well, this depends on the nature of and the number of the problems you decide to investigate.


The bottom line is that you can start problem management with the staff you currently have.


One important point to note: please be aware that a significant proportion (the majority?) of problem investigations will be non-technical in nature. The great majority of incidents are caused by failures in process, procedure, human error, etc. Problem investigations are often more about finding out why a procedure failed than why technology failed. So an SME is not necessarily a technical resource.




You do not need to spend money on specialist tools/systems for problem management. There is absolutely no need to dynamically link incident records to problem records, and problem management is not dependent on an integrated incident/problem toolset.


And contrary to what is commonly believed, there isn’t any real benefit in the service desk being able to access the problem records. 


So, to be clear - you do not need any special resources to start undertaking effective problem management. Just get on with it.


Tip 5: Don’t worry about distinguishing between pro-active and reactive problem management

Who cares where problem requests come from?

Does it really matter if they come from undertaking regular trend analysis of incidents, or if they are generated automatically as a result of a Priority 1 incident being logged? No - from the perspective of developing an effective process for the investigation of problems the source of those problems is largely irrelevant.

Many organisations set up overly complicated problem management processes because of the perceived need to have separate procedures for proactive and reactive problem management. But the distinction between proactive and reactive problem management is an unnecessary complication. You do not need two separate set of problem management procedures.

Now it is undeniably important to carefully identify how, when and from where potential problem requests originate, and how they are to be submitted to the problem manager for consideration. For example, who has responsibility for analysing the incident trends, how often should they be analysed, how are they to be analysed, etc.? If a problem request is to be raised after a specific event (e.g. a high-priority network failure), then how is this to happen. All of this should be defined and clearly documented within your problem management process documentation.

But from the point where the problem request is submitted to the problem manager the process for considering the justification for that request, accepting and prioritising the investigation, assigning the resources to the investigation, validating the results of the investigation etc., is the same irrespective of the source of that request.

So avoid the unnecessary complication and ignore the irrelevant distinction between pro-active and reactive problem management. Develop a single end-to-end problem management process.


If you'd like more help with Problem Management then why not attend one of our workshops? For more information visit our events page 


Tags:  problem management  Tips 

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Is it Time for ITSM to be Counted as a Professional Discipline? Part 2

Posted By Barclay Rae, 16 June 2016
Updated: 15 June 2016


In Is it Time for ITSM to be Counted as a Professional Discipline - Part 1 I discussed how ITSM is still seen by many as purely ITIL-focused or relevant only to internal IT operations. In Part 2 I continue to explain why ITSM needs to grow up.


What Needs to Happen? - Continued

Here are some key areas for development:

The ITSM industry needs a broader definition of itself and the roles within – this needs to be supported with a wider range of education and training, plus ongoing professional development. The definition can also extend beyond IT – to include other ‘service’ areas, back office functions and departments such as HR, Finance, Marketing, Estates etc.

The industry must have a single, consistent approach that recognises people and organisations in competence and excellence. This should include organisational accreditation, career development in a number of areas and recognition of real experience as well as qualifications.

The ITSM world should work together to unify its various groups and organisations - otherwise it looks like an amateur ‘cottage industry’. There should ideally be a singular body who see themselves as a common community which spans technical, functional and process areas and also levels of management (including executives).

 ITSM needs to promote, explain and market itself as a distinct discipline much better and bring the different parts of the sector more together, with success stories amongst target markets with the active support of senior people.

The business case for delivering value from ITSM must also be clear to other parts of IT organisations, not just the ‘Service Management guys’. This is essential in order to achieve the value from collaboration and to really deliver ‘end-to-end’ service delivery.

The value of Service Management should be clearly articulated as (1) to manage delivery expectations for customers and (2) minimise risk for the service provider. It’s a win-win – or should be – for customer and provider.


What Skills are Needed Beyond ITIL? 

There are 2 main areas of expertise and knowledge required – these are some examples:

Market and industry-wide knowledge – awareness and skills in a variety of other frameworks, e.g

COBIT – this is a model for governance based around a wider set of processes than those in ITIL, although these are defined in a more systemised and integrated taxonomy. ITIL has more ‘stories and anecdotes for reference, whereas COBIT can be better measured and tracked.

DevOps/Agile – ITIL is often criticised as being too inflexible and slow. It is still couched in the 80s/90s IT world and agile methodologies speak to a younger audience, many of whom would not recognise a mainframe. DevOps is a fusion of Agile and a collaborative controlled approach and is gaining significant traction as a useful set of values rather than a rigid framework.

Lean/Kanban – these are additional alternative approaches to how to make change work – using principles for reducing waste and also for work management and prioritisation. These have been used for some time in ITSM projects and add significant value to the practical side of implementations. 

Prince2/PMP – ITSM requires change and this needs to be managed – there has always been a need for synergy with Prince2 and other Project Management models, although this has not been delivered with any formal structured integration. It’s essential however that anyone taking on an ITSM initiative must be able to manage a project and - ideally more than that – deliver organisational change.

IT4IT – this is a new initiative developed by strategic thought leaders in ITSM and service architecture, as well as being sponsored by some major blue chip organisations.  Like DevOps it recognises the need for an integrated and collaborative approach and sets out to look at transformation from a holistic perspective, based around business collaboration.

SDI/HDI – The Service Desk and Helpdesk Institutes in the UK and US provide a number of services and vocational standards for those involved in these teams. These organisations and their standards (individual and site based certification based on EFQM) have a defined audience (the wider ITSM world is more dispersed) and provide useful practical input to the industry – this could be further integrated.

SIAM – Service Integration and Management - this is a new concept, based on an old one – i.e. the need to co-ordinate and manage a number of IT suppliers in a single ‘supply chain’. The ‘new’ element is the idea that multiple outsourced suppliers need to be managed by one (SIAM) management layer, so that a single service view is managed and delivered across the supply chain. This uses ITSM concepts in a more commercially focussed way and is gaining credence and adoption.

ISO 20000 / 9000 / 38500 – these are various certification standards for organisations, with ISO/IEC 20000 being based on ITIL, plus some areas of management and control. ITIL is often confused as a standard which can be ‘implemented’ and ‘certified’, although this is not the case. ISO2000 has not achieved the levels of adoption that were expected although it remains the nearest any organisation can come to being ITIL ‘certified. The ISO 9000 series is centred on customer service and as such a useful starting point. ISO38500 is a governance model for organisation around IT and is a useful model for the integration and fusion of business and technology goals, as well as being an executive blueprint for the management of an IT function.


Personal and Management

Overall ITSM requires strong people skills in order to drive through change and make it sustainable – management, organisational skills, influencing skills, communications, project management, business understanding and focus.

ITIL has tended to define roles in operational terms rather than those required for the transformation, and often the change roles were given to those better suited to operational/business as usual functions – often not enough to really affect change.

Other key skills needed

Presentation and promotion – Organisational ITSM change requires a number of people to make e.g. small changes in the way they fill out forms, or communicate with customers. The best way to make this work is by presenting and motivating them to do it and not by bombarding them with directives, processes and documentation. ITSM projects also need to be well communicated across organisations with a good focus on message and target audience, not technical detail.

Sales and marketing – these key skills are needed to define benefits and ‘sell’ these to business leaders and users across organisations. Normally this is not a natural skill for IT people and many ITSM initiatives fail due to lack of clear focus on message and communication of expectations and results.

Business and Financial Management – there is a need to define business gaols and build these into business plans and budgets.  This can also be an area where projects fail, not because of lack of need but lack of presentation of need, risk, value etc. Good commercial skills are also needed for developing, negotiating and managing external suppliers and contracts to deliver a successful ‘joined up’ service, rather than a sum of parts.

Management, Relationship & Interpersonal skills – Influence and motivation are essential elements in successful ITSM – this can’t simply be based on autocratic management. Managing and developing people to want to deliver better service is the goal and this needs keen skills in team building, personal motivation, influencing and collaborative working 

Project Management – budgeting, planning & personal effectiveness skills are needed to make change happen, this also needs a strong sense of self-motivation, self-confidence, time management, leading by example, organisational skills etc.

Successful ITSM requires participants to have good understanding and knowledge of their own organisation, key contacts, stakeholders and sponsors, as well as having a good amount of ‘clout’ and respect across the organisation. They need to be experienced in perhaps more than one area to be able to really see how to deliver ITSM. 



Many organisations are using ITSM for work management beyond IT. In these cases the IT organisation is becoming the department that says ‘yes’ – a solution provider not a blocker.

In this way IT can further transform itself and add value – if this is not grasped then ITSM will become another obsolete museum piece.

ITSM is actually a potential game changer for IT, not an albatross around its neck…!

The challenge for individuals working in ITSM is to step up – develop their skills beyond ITIL and the ‘silo’-based department, stop seeing other teams, departments and industry areas as ‘them’ and start to engage and work together in positive collaboration as ‘us’.

The challenge for the industry is to unite and see the real potential for ITSM as a business enabler, not a best practice.

We need more practical and enlightened collaboration across frameworks, training organisations and established communities to support this move.

We need as an industry to move away from ‘them and us’ – IT and ‘the Business’, Operations and Development, Service Desk and other support teams.

If we must have ‘them and us’ – then let that involve natural selection. Let ‘them’ (competitors) have best practice, whilst ’we’ (our whole organisation) deliver business value.


Click here to find out more about our plans to develop and advance ITSM as a professional discipline.





Tags:  PSMF 

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SIAM and How to Deal with the People Side of Organisational Change

Posted By Administrator, 08 June 2016
Updated: 07 June 2016


Posted on behalf of the SIAM SIG – People and Change Working Group

Here in the SIAM SIG we've been working on a new project. We wanted to know what the key issues are that SIAM practitioners face today. 

We canvassed our members and had fantastic feedback. Overwhelmingly the response was that the big three issues for ITSM organsiations are: 

·      business change

·      managing the people side of change impact

·      achieving culture shift 

To research how much impact these issues have and how organisations can deal with them, we created the People and Change SIAM SIG working group.  

The group consists of SIAM practitioners, SIAM vendors, consultants and clients from across the ITSM sector.

In February this year, after pulling together their own experiences and knowledge of managing change and the resulting impacts, the group presented back to the SIAM SIG. 

Below is a write up of that presentation.


Managing Organisational Change

ITIL suggests that we put our people first. And rightly so.  All SIAM implementations involve a level of transformational change. Without the support of its people, a SIAM programme may not achieve its goals. 

There are many methods to deal with the impact on people as a whole. But these methods can lack understanding of the impact on individuals, and of the organisation’s underlying corporate culture.

A key message in managing organisational change involves understanding the individual impact of transformation change such as that required in SIAM.

The message is well presented in Spencer Johnsons book “Who moved my Cheese”. There is also a video on YouTube you can watch which sums up the message from the book 

 If you're short on time then start from about the 7 minute point.

After understanding this key impact upon individuals, implementing Organisation Change Management by adopting methods such as Kotter’s 8 steps can be more effectively undertaken. 

Once we have established a team for change or a team to be part of a new SIAM model, we should concentrate on building a new effective team. As part of this process we can leverage techniques such as “service animals” or “what Colour am I”. In essence it’s about understanding. Know your people, know your goals and be successful.  More details of these techniques are available for those who attended the SIAM SIG event on 29th Feb on the DropBox link which was distributed after the event.


ITSM People and Change

In the afternoon of the SIAM seminar, the working group facilitated a Work Café session on people and change. It was a great afternoon, and everyone was willing to get involved and add their own experiences and suggestions. The aim of the session was to look at the impact on people across the 4 understood operating models of SIAM:

·      retained SIAM

·      outsourced to Independent provider SIAM

·      hybrid SIAM (retained + independent)

·      tower led SIAM

For each model we looked at the biggest challenges, but also potential solutions and ideas to mitigate against these challenges. We also looked at other considerations that didn’t fall in to any of the 4 models. Moving from one model to the next, everyone had the opportunity to contribute to the observations and ideas. At the end of the session, we all had 3 votes to nominate what we felt were the greatest challenges, and a vote to nominate the best idea.

Of all the issues discussed the top 3 were:

  • Lack of understanding of roles and responsibilities. (Particularly highlighted for Hybrid and Independent models but noted as an issue affecting all SIAM implementations)
  • Retention of staff during times of uncertainty
  • Inappropriate contract negotiation and exit criteria

 There were some great ideas & suggestions, but unsurprisingly, the idea with the most votes was:

  • Clarify roles against industry standard definitions and develop a RASCI matrix. (Responsible, Accountable, Supporting, Consulted, Informed)

After a great event, the People and Change working group are looking to develop guidance around the issues and ideas identified on the day including how to achieve culture shift.


Stay tuned for more from the working party and the SIAM SIG soon.

Attending the SIAM SIG and benefiting from the great work they do is a member benefit. Click here to find out what other benefits you could receive as an ITSMF UK member. Alternatively, if you'd like to give membership a try contact the office on 0118 918 6509 and talk to us about our free six week trial.  


Tags:  business change  Organisational change  SIAM 

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Will We See You at SITS16?

Posted By Barclay Rae, 08 June 2016
Updated: 07 June 2016


This week ITSMF UK will be at the SITS show – we look forward to meeting many ITSM people there – it’s always a great business and social event.


We will be promoting our new PSMF (Professional Service Management Framework) there – come and hear about it on our stand. This is our high level framework which sets out the bigger picture of the competencies an ITSM professional needs – much more than just technical or process. This is a useful tool for organisations and individuals alike to build solid and rewarding career paths and clearly define our profession.


We are also presenting this on Thursday as a plenary session in the keynote theatre at 4pm. This will include a representative from CGI who are the first organisation to be endorsed by ITSMF UK in this scheme – read the Press Release here.  


I’m also pleased to say that over the last few days I’ve met several other organisations who have started simply using the free content from PSMF for their own people development.


SITS is a milestone in the calendar for the industry and we are also working hard to plan towards our own conference in the autumn, where we will feature professionalism. This is a big year for ITSMF UK as we move to re-define our position and proposition for the industry, backed up by a variety of new services.


It’s also a big time for our ITSM industry. ITSM is at a crossroads – it’s no longer just about ITIL - or any specific framework, with a number of new approaches DevOps, SIAM, BRM, IT4IT etc. How do existing practitioners evaluate and absorb new ideas into 'traditional' operations and service delivery? It’s a tough call and there is also too much confrontational marketing hype around 'xxx' is dead', or 'ITSM vs xxx'


What is clear is that our (ITSMF UK) role is to promote a clear definition of professionalism and recognition in Service Management. We need to incorporate new skills and roles within the world of IT. The changing market require s a wider definition of Service Management than just process or tech. We need a clear definition of a much wider set of skills and capabilities that are required to make IT service delivery successful.


We also require a grown up approach to understanding and incorporating the best of new and older practises... So we need to understand what is offered by new models and act positively to make these work – as and if they are appropriate. Our role is to present and investigate new ideas and models as they appear and to help professionals evaluate what is best for them.


ITSMF UK are no longer the ITIL user group* – rather we are independent curators, presenting and analysing the wider world of ITSM.


Enjoy SITSs and we hope to see you there…!



*other than selling some publications, we have no formal links to ITIL


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Is it Time for ITSM to be Counted as a Professional Discipline? Part 1

Posted By Barclay Rae, 02 June 2016
Updated: 02 June 2016


ITSM is still seen by many as purely ITIL-focused or relevant only to internal IT operations. It is time for ITSM to stand up and be counted as a professional service discipline. Based on discussions with members across the country and the work of a thought leadership group, Barclay Rae outlines a future path for ITSM.

A Grown-up ITSM Industry 

ITSM needs to grow up – we need to look at ourselves and professionalise our industry and approach.

This means re-positioning as a more strategic and business-relevant function, with demonstrable business benefits, supporting organisational and customer expectations. In the past this has been too narrowly focussed on internal IT functions, projects and costs. 

ITIL has been the ‘de facto’ training and development approach for the last 10 – 15 years, yet those involved in delivering it know that ITIL is not enough – success requires much more than knowledge of a process framework.

IT and ITSM also needs to be viewed and appreciated more in a business broker role, more able to react quickly and be a solution provider rather than a ‘blocker’ - or the guys who always say ‘no’.

Tweet: For #ITSM to succeed we must show that it is professional, business-like and valued at the C-level - @barclayrae

Without a significant change in speed of delivery, quality and perception of service and demonstrable value, many IT internal departments and external IT companies will become more and more exposed as obsolete, and ultimately, redundant.

The ITSM industry itself also needs a make-over, with fresh and accessible content, some new and contemporary framing and messaging, in order to remain attractive and relevant.

In order to succeed with this we need first to take steps to improve the image of the industry, and the extent to which it can be shown to be professional, business-like and valued at the C-level. 


ITSM as a Discipline?

One problem is that ITSM is not seen as a discipline. There are several models for organisational certification (ISO20000, based on ITIL, SDI/HDI for Service Desks, COBIT as a governance model). Yet there is no central point of convergence or clarity about how these relate or are jointly relevant to support businesses. There is a growing but relatively low take-up of most of these models, which is disappointing since this would provide evidence that the ITSM programmes are working.

There are several industry organisations in this space that have members and forums, produce content, run events and in some cases set standards – yet these tend to exist as standalone niche bodies. Memberships have declined from initial high levels as the market has become saturated and knowledge and content has become more freely available online.

There is a large gap in the body of knowledge around ITSM – ITIL is primarily focussed on process, whereas successful ITSM requires a much wider portfolio of skills and capabilities. ITIL does not define organisational change, human interaction or customer experience, all essential for success.

Many organisations have expected ITIL to deliver results way beyond its capability or remit, seeing ITIL itself as the solution and ignoring these other factors. The result has been a lot of failed or incomplete ‘ITIL projects’ – these have burned cash and resources with little positive results – leaving the brand names of ITIL and ITSM damaged.

Without a central body to manage these issues, each area of the industry has continued unilaterally to deliver point solutions with limited success and restricted commercial penetration.

ITSM is therefore not a properly codified discipline. In its current form it will not be sustainable and the industry needs a new and wider definition, vision and structure. This must include e.g. a broader definition and portfolio of skills and capabilities, body of knowledge, organisational standards, plus clear career development paths, higher education qualifications and a code of conduct.

ITSM needs to be clearly positioned and presented as a business approach both within and beyond IT organisations. This is a growth area as many organisations are now using ITSM processes and tools to deliver wider collaboration and work management functions. C-level value propositions must be universally promoted around ITSM as an enabler, broker, orchestrator, rather than administrator.

Tweet: In order to survive, the #IT & #ITSM industry has to move to the next level of maturity. We collectively need to grow up - @barclayrae

All stakeholders need to engage and play their part in the delivery of Service Management - it’s a team game. We need to move away from thinking that ITSM is ‘just what the Service Desk do.’ 

In other words, in order to survive, the IT and ITSM industry has to move to the next level of maturity - we collectively need to grow up.   


What Needs to Happen?

What do we need to do as an industry to improve and broaden our skills and reflect that in training and development?

  • The view of (IT)SM from an executive perspective must be that it is a unifying and enabling discipline that brings together a number of functions, people and processes – we need to work harder to get that clear message across in suitable language.
  • From a messaging perspective ITSM has to be seen as the enabler of great customer experience as well as delivery of business outcomes/results.
  • We also need to get the message to the (IT) SM industry that we can’t do this simply by ‘doing’ ITIL – we need to get the people part right, plus the right use of governance and other tools, automation and frameworks to be successful.
  • The industry needs leadership to draw these ideas together and to normalise the needs for integration – ITIL is only part of the solution and more skills need to be developed and promoted.


Click here to find out more about our plans to develop and advance ITSM as a professional discipline and tune in next week to find out what Barclay thinks are the key areas for development and what skills are needed beyond ITIL.


This article was first published in the Summer 2015 issue of Service Talk which is a benefit of ITSMF UK membership


Tags:  PSMF 

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