IT Service Management (ITSM) is a set of capabilities that was born from the knowledge and expertise of implementing the principles of delivery value from the Information Technology Infrastructure Library (ITIL) framework. An enterprise that is majorly dependent to its Enterprise IT capabilities continue to acquire technologies that will help it manage I.T. specially when an outage is brought by an incident or a problem. The need for an ITSM tool usually comes out when a software or hardware goes to production use. We call this phase in ITIL Service Operation. Within that phase, we build our Operational Support and Analysis capabilities such as event management, incident management (includes security incidents), problem management, change management, and request management. Most tools that have been produced focused around incident, problem and change management. Many did not take the step to mature and look at all the phases of ITSM and their associated functional capabilities.
Image above courtesy of The ITSM Review.
@Stephen Mann wrote a blog identifying some drivers as to why a new tool is/was needed or the current tool needs to be replaced. He requested the readers to chime in and vote on the identified drivers to help solidify the theory as to reasons ITSM tools are replaced. BTW, he initially listed twenty-five (25) potential drivers. The community help whittle down the list to ten (10). His findings indicated the following:
- Tool dissatisfaction related to: ITIL-alignment, usability, manual activity, flexibility, or customization. 18%
- Old tool failed to deliver the expected benefits. 17%
- Tool was end-of-life or simply outdated/a homegrown ITSM tool was no longer workable. 12%
- Corporate cloud strategy/a larger transformation project/senior employee dictated it. 10%
- New ITSM process adoption required a new tool, including enterprise service management support. 10%
- Excessive costs related to maintenance fees, admin effort, or upgrading the existing tool. 10%
- Other. 9%
- Dissatisfaction with vendor support and/or relationship. 5%
- Multiple service desk and tool rationalization project. 5%
- Liked the look of an alternative tool/convincing vendor marketing/industry hype. 4%
I highlighted the four (4) drivers that resonated to me as a technology decision-maker. The above high-lighted drivers are the items that a tool should be able to satisfy to enable I.T. to show its value to the business. Having this criteria satisfied will allow I.T. to change the business perspective of I.T.; that it is only a cost center. It can now start claiming that it is also a profit center of the enterprise.
What do you think?