Tag Archives: ITIL

Will the new ITIL Practitioner qualification create trained Specialists or Generalists?

ITIL Practitioner level is being developed to help organizations and individuals increase the value they obtain from using ITIL by offering additional practical guidance to adopt and adapt the framework to support the business. It will be the next step after ITIL Foundation for professionals who have already learned the basics of IT Service Management (ITSM) and the business value of well-designed and delivered services.

Addressing the demand from ITSM practitioners and organizations of all sizes worldwide, the first ITIL Practitioner exam will be available globally by the end of 2015 and will equip ITSM professionals with added practical guidance to enhance leveraging ITIL in line with their organizations’ business goals.

Key points of ITIL Practitioner

  • Providing practical guidance on how individuals can leverage Continual Service Improvement (CSI) to maximize the benefits of adoption and adaption of ITIL.
  • Aiming to improve the capability of individuals throughout the business, to adopt and adapt ITIL in their day-to-day roles to generate maximum business benefits.
  • Making use of technological capabilities, such as automation, real-time reporting and Cloud computing, to increase the quality of service design and the efficiency of service delivery.
  • Leveraging other frameworks and good practices and methodologies – such as Lean, DevOps, Agile and SIAM – to further enhance the value of ITSM.

specialist v generalist

There is a well known saying that describes the difference between a specialist and a generalist?

A specialist knows more and more about less and less until eventually he or she knows everything about nothing.

A generalist knows less and less about more and more until eventually he or she knows nothing about everything.

So let’s compare the Specialist with the Generalist?

  • Specialists typically make more money because they are seen as IT Service Management Subject Matter Experts who are sought after for the value they can deliver.
  • Specialists get famous faster for the contribution they make to the IT Service Management community and body of knowledge.
  • Clients trust Specialists more as they have proven experience and credentials that back up previous projects that have been successfully delivered.
  • Specialists develop deeper skills because they correctly identify which skills will be in demand 2-3 years ahead of need and get involved in the early adopter phase of new initiatives e.g. ServiceNow “Outside the Walls”

Generalists are seen as individuals who are adept at understanding the wider context and what the Business aims to achieve. It is perceived that generalists are better at putting the pieces together to make sense of how it all works so that they are better able to navigate uncertainty.

One way to think of a world of specialists, according to Vikram Mansharamani all the specialist content in the world is meaningless without putting it in the proper context — and that context tends to be provided by generalists. A great generalist’s breadth of knowledge helps link new breakthroughs and technologies to existing ideas.

how google works

“Fundamentally, we’re focused on learning animals or generalists as opposed to specialists. And the main reason is that when you’re in a dynamic industry where the conditions are changing so fast, then things like experience and the way you’ve done a role before isn’t nearly as important as your ability to think.

So generalists, not specialists, is a mantra that we have internally that we try to stick pretty closely to. Specialists tend to bring an inherent bias to a problem, and they often feel threatened by new solutions.” LINK

It is generally accepted that new ideas and innovation are the result of connectedness and collaboration across a wide body of knowledge that is not limited to a particular area of specialisation.

Looking ahead a combination of knowledgeable specialists and generalists is required to help shape the future direction of the practice for the benefit of all practitioners for example the itSMFBig4 Agenda item Service Management of the Future for the benefit of practitioners at all levels.

Profit

What is driving the introduction of the new ITIL Practitioner qualification given that it introduces a new exam in an already congested certification scheme such that a new Training Navigator is required?

Screen shot 2015-03-22 at 14.46.02

The 2014 ITIL exam results LINK to PDF to view table above indicate that we may have reached saturation point for ITIL examinations.

I have been at several events where I am consistently told that we were told to complete ITIL Foundation training.

I will never forget the animated CIO who told me that “We do ITIL” because he had sent 500 individuals across the globe on ITIL Foundation training.

What do I think is the ITIL Practitioner qualification Revenue Opportunity?

Axelos is working on an Continuing Professional Development (CPD) programme which will create and establish lifelong personal brand value by enabling individuals to stay current in their knowledge and protect the investment they have made in the AXELOS Global Best Practice qualifications.

Global delivery will continue to be overseen by global strategic partners and Axelos recently announced that the big six Examination Institutes (EIs) APMG, BCS, CSME, EXIN, LOYALIST, PEOPLECERT have extended their contracts for a further three years from January 2015.

This video clip describes the all in $250 price for the ITIL Foundation Course & ITIL Exam Bundle linked to LOYALIST Certification Services.

The new ITIL Practitioner qualification must be immersive so that virtual study groups can be formed to discuss and agree Continual Service Improvement plans that deliver quick wins and chart the 60, 90, 180 day view.

These virtual study teams will connect via Mobile App, e-Learning, Simulation, Gamification and SocMedia.

My rough order of magnitude estimate for 2016, when the new ITIL Practitioner qualification is introduced, is a conservative 200,000 individuals will take the exam so if the ATOs have designed a low cost offering yet charge a £600 combined course and exam bundle that equates to a £120M training market just for one new course.

So metrics drive behaviours and maximizing training revenues is the key driver for Axelos growth plans which is OK as long as the IT Service Management community profit for contributing their ideas, know how to ITIL Practitioner training content and share in the rewards.

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What did I learn from 2014 Service Management Practices and it is all about Connectedness in 2015

In 2014 the need to attend the premier annual conferences [ITSM14, SITS12, FUSION14, LEADIT14, NowForum…] to hear from the “opinion formers” has been less of a priority given the increasing power of individual practitioners to openly share their proven solutions to business issues with whoever is interested across any channel of digital interaction (e.g. webinar, slideshare, blog, video clip etc.)

It was perceived that the format of the UK ITSMF conference was a little tired because the focus was more on Theory (Shoulds and Oughts) with some degree of proven implementation guidance from the practitioners who have delivered outcomes that address real business challenges.

ITSM14 has become a meeting place to connect with colleagues either on the exhibition floor or dance floor with the dinner and industry awards ceremony the main event.

The highlight of the conference was the announcement of the ITSMBig4 Agenda for 2015.

ITSMBig4 Agenda

“The Big4 Agenda refers to the set of key professional issues members have indicated they are facing, and the programme of information and activities being delivered by ITSMF UK to help deal with those issues.

In 2014 the Agenda items were Back to Basics (reliability), Skills, Managing Complexity, and Agile ITSM.

At the 2014 Conference four new items were agreed for the 2015 Agenda:

COLLABORATION – how do we work with others?

SERVICE MANAGEMENT OF THE FUTURE – what do we need to look like?

CAPABILITY FRAMEWORK – how do we build it?

CUSTOMER EXPERIENCE – how do we ensure it is relevant?

we need to have a clear agenda, so as soon as one thing is done, we’re starting the next.”

John Windebank & Rosemary Gurney (Chair & Vice-Chair ITSMF UK) led the discussions on the recently announced ITSMF UK Big4 Agenda topics for 2015

LINK to Twitterchat compiled by Jane Suter @Jane_RTC

 

stalled

Started, Stalled or not Sustained

It was deeply disappointing that community initiatives launched in 2013 were not further developed or sustained in 2014. I did not envisage the level of change resistance and negative knock-back for the inaugural SM Congress core values and declaration.

Charles Araujo, the driving force behind SM Congress, provided an update in March LINK however there has been radio silence since.

The ITIL Manifesto is a SM Congress look-a-like and states the following:

“A community driven effort (with the knowledge and support of the Intellectual Property holder Axelos Ltd) to add structure to existing or new ideas on how ITIL is viewed/used/adopted and to create a manifesto which formalises these principles”.

Here is what the AXELOS declaration has to say:

“The Manifesto, which began life as a Google document before moving to Tricider, has been created to capture the thoughts of the ITSM community and is designed to gather ideas about ITIL – what it should be and what it shouldn’t be – as well as understand the core values of the proposition”. LINK

 

So as we enter 2015 the community is still fragmented playing into the hands of For Profit (AXELOS ITIL Manifesto) vs Non-Profit (ITSMF and the ITSMBig4 Agenda) with these initiatives covering the same ground and some industry experts Claire Agutter @ClaireAgutter involved in both initiatives.

TFT14Tomorrows Future Today – TFT14

Thanks to BrightTALK for hosting these events and for enabling the community to hear directly from Subject Matter Experts.   You can peruse an extensive set of TFT Summer webinars here LINK

TFT14 saw a marked increase in submissions but did not have the same impact as TFT13 because viewer expectations had already been set very high and the wow factor had lessened second time around.

Having said that this slide presentation by Jon Hall (BMC) titled “The end of ITs monopoly on trust vital lessons from the consumer space” is worth a look LINK

 TSFI

In addition the Taking Service Forward – Adaptive Service Model has not been sustained.

It was lauded as “Future best practice for governing, managing, providing and consuming services will be dynamic, emerging, empirical and holistic. Bodies of knowledge will continually emerge based on input from real people consuming, brokering or providing real services”.

In May I tweeted the following question:

@TSF_ASM It has been over a month since the last tweet. Are you guys still part of the #Axelos roadmap? http://t.co/iviUIuRVAq #stalled

servicenow

With respect to the Supplier / Product provider agenda ServiceNow continue to lead the Market.

One example is the NowForum London event which transferred to the Excel centre to accommodate the huge numbers of attendees. Registration at this event is complimentary with KPMG and Accenture as “big time consulting’ premium sponsors recognising the opportunity to generate leads.

The ServiceNow Community is vibrant. LINK

ServiceNow Community

How to Navigate the ServiceNow Smartphone Interface

The Service-Oriented Enterprise with ServiceNow LINK

“Every department in the enterprise is a service provider. While service relationships are well defined and automated within IT, they are often inefficient, unstructured or non-existent in other enterprise service domains. Georg Maureder, Solution Architect EMEA at ServiceNow will tell you how savvy IT leaders view this as an opportunity to help their business peers replace inefficient email-based service request and fulfilment processes with a proven IT service model”.

BMC Smart it my it

BMC – Smart IT + MyIT

“Make your customers the center of attention, and your service desk the life-blood of the organization. Whether accessing personal applications on a mobile device or requesting a business application at work, people expect it to be easy. BMC helps you deliver a better user experience on both sides of the service desk. Delight IT teams and business users with a personalized IT experience, and intelligent, mobile access to IT services”.

Video: Better together: Smart IT + MyIT (1:13) LINK

 

HP Service Anywhere

HP Service Anywhere

December Update offers an Enhanced Trial Experience

“Trial users can take our new guided tours through the Self-Service Portal, Hot Topics Analytics and Live Support. These tours highlight the differentiated value of these key Service Anywhere features.

The Self-Service Portal uses an engaging user experience and big data driven knowledge to drive self-sufficiency and the move to ticketless IT”

HP Mobile User Experience – Mobile Application Pulse


 

 

Axelos GBP

Missing a Vital Component

It was a refreshing surprise to see the marketing campaign and kudos to the AXELOS team.

“Global Marketing Campaign ‘Missing a vital component’ has been really well received and we have had a phenomenal response. As an example, we have run full page adverts in the Economist worldwide and the Financial Times to further raise the awareness of Global Best Practice”.

It would be very helpful if AXELOS provided more detail to support the “phenomenal response” statement and the CEO value proposition. Did any CEOs / CIOs sign-up for ITIL or Prince training.

As to be expected AXELOS placed the needs of the Pupil over Practitioners and imposed stringent controls for training organisations to become accredited by AXELOS.

It will be interesting to gauge community response when the full year training exam numbers and results of the AXELOS Profit Share are released.
After a bumpy start Kaimar Karu made a big difference as Head of ITSM in June he tweeted

@kaimarkaru: A little something I wrote on the future of #ITIL – LINK

There were new and refreshed ITIL White papers from “practitioners for practitioners”.

Maximize the Synergies Between ITIL and DevOps by Anthony Orr @AnthonyOrrAtBMC is a very good read and very much on topic. LINK

For all the good work that AXELOS delivered in 2014 I did not understand why there was such a low key celebration of the 25th Year Anniversary of the ITIL Service Management practices. Here is a blog post from AXELOS LINK

CPD

“The CPD programme will create and establish lifelong personal brand value by enabling individuals to stay current in their knowledge and protect the investment they have made in the AXELOS Global Best Practice qualifications”.

Moreover the role based focus on Continuous Professional Development is marketing spin to infer that a clear career path has been defined and agreed by the Service Management Community.

SFIA Framework

It would be very helpful to align the CPD with the Skills Framework for the Information Age

“SFIA is an industry framework (free to use, subject to licence) which contains the descriptions of 96 professional skills, each of which is defined in terms of up to seven skill levels. It also identifies generic levels of responsibility in the areas of autonomy, business skills, complexity and influence.

SFIA offers an invaluable tool to help individuals understand their own strengths and areas of weakness, and to assist employers and HR departments to understand training requirements, potential skills gaps, and specific skills requirements for particular roles”.

Matthew Burrows @MatthewKBurrows has been an evangelist for development and adoption of the SFIA framework over several years and his voice should be heard by AXELOS.

G2G3

Capita group, which has a 51% stake in AXELOS, acquired G2G3 I guess for their Gamification capabilities. It was a surprise that Ken Gonzalez @ken_gonzalez became G2G3 Americas VP for Delivery given that he had a successful consulting practice.

G2G3 promote the Service Management Office – “We are happy to offer a one-hour complementary Service Management Office (SMO) consultation to help you get started”.

Here is a LINK to the SMO Start-Up Kit and 8 Steps for implementing a SMO

 

Apple watch

In 2015 it is all about Connectedness

Smarter connected Customers will increase use of Mobile Self-Service Apps for swift and easy information access to obtain immediate resolution that puts the Customer firmly in control.

Smarter Customers are increasingly choosing digital interactions rather than use Voice / IVR calls. They demand consistency across channels so that their Customer record and a full history / notes are always accessible. Digital interactions include voice, text, email, web chat, posting on social media and/or using a connected app.

Smarter Self-Service Portals will identify and know the Customer guiding them along the Customer Journey thereby removing the need to join lengthy call centre queues. Virtual Agents will also become part of an improved Customer Experience.

Smarter peer-to-peer support from always connected practitioners will help to identify solutions for common Service Management and DevOps challenges.

In 2015 creativity will continue to come from random connections, cross-pollination and easy sharing of ideas.

So it is up to you to choose how you connect to the world of DevOps and Service Management industry relevant content that will provide you with the most engaging experience and value.

Listed below is a selection of my tweets from the last twelve months:

DEC

@wdgll: @GoNavvia: Maximize your investment in #ITSM
#Collaboration brings ITSM process management to the #Social era
http://t.co/C6S4t13ajN

@wdgll: #AXELOS CEO Peter Hepworth on progress this year & 2015 plans
http://t.co/ryUFxogV8W
Better interview than last year
http://t.co/TxuNyAzyyd

@wdgll: Next generation mobile support tools
Smart IT with support for smartphones
#Remedy #ITSM
@BMCSoftware
@JonHall_
http://t.co/IOegiuWCtu

Kaimer Karu
@wdgll: Leveraging #ITIL we can create conditions for success; but we still need people to achieve that success and autonomy
http://t.co/cMWwwJzD8k

NOV

@wdgll: @RobertEStroud: #ISACA BELGIUM video from my recent visit to the chapter
http://t.co/HSJ7lk1RvA
Run on a membership model to share knowledge

@wdgll: Improve appreciation of what other group is doing by having Dev and Ops participate in each other’s daily activities
http://t.co/2gs5uUq2G2

@wdgll: @AXELOS_GBP: new corporate video
“Always ahead of the curve”
Prince 2 Agile published early next year
http://t.co/kLjGQm2EJd
@KaimarKaru Leveraging #ITIL we can create conditions for success; but we still need people to achieve that success and autonomy
http://t.co/cMWwwJzD8k

OCT

@wdgll: To Help DevOpsify The World @scriptrock Raises $8.7M
http://t.co/l7XQfTizvK

How to @DevOpsify Release & Deployment http://t.co/aLCev7ROMY

@wdgll: Bring IT to Life with #BMC
Introducing Living IT the @BMC_ITSM Vision for who we are and how we work today
Video – http://t.co/O7OQlpJKzN

@wdgll: Customer Care as a Service is a white-branded service offered to anybody that thinks it important enough to provide
http://t.co/mU0v7ShhAP

@wdgll: @servicenow Changing the way IT and Business gets done
IT must be a Business accelerator not just an IT caretaker
http://t.co/0nfT3FKP9P

SEP

@wdgll: Real-Time #DevOps = Dev is looking to compress delivery cycles and adopt experiment and learn mentalities.
http://t.co/ph8S5i2kpr

@wdgll: Real-Time #DevOps = Ops is looking to institute controls and more tightly govern change.

@wdgll: So we have #ITILManifesto, Taking Service Fwd @TSF_ASM, #SMCongress, #ITSM, #ITSMBig4, #itSMF and #ITILRoadmap & @StuartRance ubiquitous

@wdgll: #ITILManifesto Phase 1-106 ideas half of which have 0 votes
Familiar ideas in top 10 #ITIL = I Think It’s irreLevant
http://t.co/TlnureHlJU

@wdgll: #ITSM14 agenda http://t.co/4lTahbKPzM
Service management next generation operating model
Nathan McDonald & Zoe Benedict Deloitte Consulting

@wdgll: @RobertEStroud: My discussion of the benefit of #COBIT Online
http://t.co/UERDN7xFSH

@wdgll: @PhilipHearsum Article on Cultural differences in ITSM
ITIL is the universal language of IT Service Management #ITSM
http://t.co/SFDU8S9O3L

AUG

@wdgll: DevOps vs the Enterprise video clip
“Think of #DevOps as process improvement for #ITIL”
@scriptrock http://t.co/vJwFAuAMJz

@wdgll: #DevOps is successful when ways of working flow quickly and unimpeded to allow for rapid decision making and to spur on continuous delivery

@wdgll: Global-Mobile-Social (Glo-Mo-So) intg via Global comms, universal delivery via Mobile devices & Social collaboration http://t.co/FgIYqoRHe5

@wdgll: http://t.co/wpL3Cddur5 take Service Management beyond IT into other areas of business so they are integrated and not separate entities.

@wdgll: The IT world is re-inventing itself. For CIOs imperative is to lead IT to become backbone of the modern enterprise
http://t.co/KD9nlX1QPX

@AnthonyOrrAtBMC: Enjoy new whitepaper – ITIL and DevOps
http://t.co/g4J3X8KBOl

@wdgll: #Agile and #ITIL – http://t.co/fxAcXeEBFz SLA targets are met month on month but the customer is still not happy with the service provided

JUL

@DortchOnIT: What #ServiceNow does & why it matters, to organizations from Coca-Cola to CERN & the NBA — in <2.5 minutes!
https://t.co/xk3x9osWVG

@wdgll: @AXELOS_GBP @PhilipHearsum Adopt&Adapt #ITIL Please shift left in the service lifecycle away from Ops-Service Desk/CAB to Strategy & Design

@wdgll: ITIL vs Kanban
http://t.co/znobKCOzuo
Emphasis is on individuals and interactions over processes and tools
@CharlesTBetz

@wdgll: COBIT Focus Volume 3: July 2014
#COBIT5 Helps Find Value in the Cloud
Plus Mapping COBIT5 with IT Governance http://t.co/dYyg5NKODZ

#Devops Pushes Agile to IT’s Limits
Software engineering is changing and DevOps is at the heart of it. http://t.co/7UB5IiERRW

@wdgll: #DevOps Stats for Doubters
DevOps spends 60% less time handling support cases
63% release new s/w more frequently http://t.co/MWiSqhiySP

@wdgll: VIDEO : #ServiceNow Expands IT Operations Management Portfolio with ServiceWatch
@NeebulaSystems
http://t.co/4BHAtS2aQb

JUN

@wdgll: #DevOps philosophy and movement that sits at the intersection of (software) Development, (service) Operations and QA http://t.co/CawgLXlgHz

@wdgll: #ISACA is a great org and I am proud of the passion, experience and energy that we bring to all our stakeholders
http://t.co/v3U8aKM89C

@wdgll: combined benefits of ITIL® & Knowledge-Centered Support
http://t.co/vbbJUPHW1y
Good job HDI although Summary real value para is > exec summ

@wdgll: Now the scope has gone beyond devices, Bring Your Own Technology (BYOT) is probably a better more future-proof term
http://t.co/JDG7QNAUFh

MAY

NEW YES NEW #Axelos White Paper – Using ITIL to seize the opportunities of the Cloud and rise to the challenges http://t.co/LRXrAplM6l

@wdgll: David Paine, CIO of ITSM at Toyota Financial Services (TFS) urged fellow CIOs not to live on an ‘ITIL island’
http://t.co/uuPv4SuhFz
#know14

#Know14 was bigger and better than ever! @jason_wojahn shares his take on the event and its key message: http://t.co/9z2HjAHXEk

@ServiceNow CEO Frank Slootman “Genius hits a target that no one else can see” http://t.co/jbL1Ki0xlK another fine performance #Know14

IT Service Management Must Evolve http://t.co/41TbOxlKtn
As Business Units sidestep IT, will #CIOs become glorified Service Managers

In the new end-to-end services model, the handover to the end-customer is just the start of the process http://t.co/A6MOO3I0VO #CBR #ITSM

#ITIL value proposition http://t.co/BVWxlb5PjB
Thought it was meant to target the C Suite as per the global survey responses 72% relevance

@wdgll: Benefits of #ITIL Allow the Business to focus on the service and value received, not on the technology utilized to deliver tangible outcomes

@wdgll: benefits of #ITIL-Optimize Customer Experience
#Forrester says perpetually connected customers demand Service @ Speed
http://t.co/DTvknqVC0k

@wdgll: #Know14 the best keynote speaker slides can be accessed here “Get to know Now” http://t.co/M8LzWSx2wt “the New Age of Service is NOW” @ITSM

@wdgll: #ITSM professionals need to adopt a combination of Customer centric & Service centric. The “Don” Page
http://t.co/5b8HdCg1aH
#sits14

APR

@AXELOS_GBP It is deeply disappointing that your Head of #ITSM @kaimarkaru fails to act with integrity causing harm to your company #ITIL

#itsmcommunityportal full ownership of a common purpose increases motivation and information-sharing.

@AXELOS_GBP: See the latest #AXELOS eBulletin
http://t.co/ALX5YvS2wO
Looking forward to the launch of the #ITIL Value Proposition for CIOs

@DavidM2 practitioners know that change is driven by #transformation getting people to do things they wouldn’t normally do. #ITIL irrelevant

@DavidM2 @kaimarkaru the challenge for #Axelos profits is do they favour PUPILS and gamification revenue or PRACTITIONERS and collaboration

#COBIT5 online will offer an enhanced user experience when launched in Q3/14 http://t.co/3dnlPySJ2V

In the new business landscape there’s no room for slow-slowness is death. Slow processes are like heavy chains around an org @outsourcemag

Tanya Rose introducing #cobit online beta
link describes the Features of COBIT 5 Online
bit.ly/1mQ45UH

#servicenow CEO Rock Star Slootman @SiliconANGLE http://t.co/mSpaAkBWJs
Inspiring
IT as a Value Producer
Capture Lightning in a Bottle

MAR

@charlesaraujo: A future for #SMCongress? http://t.co/4EBu9XLrVi
intl. consortium under SMCongress “brand”. Light Governance is required

@wdgll: #SMCongress consortium must set standards of Service Excellence that will be validated by the core community of (global) practitioners

@SophieDanby http://t.co/N7EsAcyVGk
What is the community trying to achieve?
Reap & Sow “good”practice which is endorsed by your peer group

@wdgll: #SMCommunity pooling of proven practices and individuals sharing their insight with whoever is interested across any channel of interaction

Good practises that you create where you work instead of Best Practises learned in a book.

Wow, celebrate 25 yrs of content gifted to #Axelos for profit.

@wdgll: #gamingpaul Excellent Proposal-Make the current ITIL expert certificate an ’ITIL expert in THEORY’, make a new one ‘ITIL expert in PRACTICE’

@wdgll: #AXELOS Head of ITSM talks about value propositions for different size organisations
http://t.co/LOZidV2jDm

FEB
#Forrester : Top trends for customer service in 2014 http://t.co/09t9wcfQEK Trend 2: Customer Service Will Adopt a Mobile-First Mindset

@AnthonyOrrAtBMC The perfect combo: #ITIL, I.T. servIce management and socIaL medIa #ITSM
http://t.co/fKBsyhlB6T
Experience & Expectations

What’s The Future Of ITSM? By @stephenmann http://t.co/spOxdP716q also read http://t.co/E3Ubl34Hso who will lead Service Management in 2014

@ITILExpert Pink Interviews Peter Hepworth CEO, Axelos http://t.co/9DiALzzDUo Investment in the exam cash cow and making ITIL relevant #itsm

JAN

@servicenow: Frank Slootman blog – Lightning in a bottle http://t.co/9EB4WntmmW one CEO with a distinctive point of view #BeginningofNow

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Who will take the Service Management “Moral High Ground” in 2014?

moralhighground

Here are my nominations for this year’s Service Management Champs:

Charles the Champion of Change Communities 

 

From RevNet to the SM inaugural Congress

Sound quality improves in this short clip

“We are uncovering ways of meeting business needs through Service Management. Our achievements, experiences and insights compel us to adopt these values:

Slide1

While there is value to the items on the right, we value the items on the left more:”.

Dancy the Disruptor

chris_dancy

TFT13, Tomorrow’s Future Today, is the world’s first 24-hour, global, follow-the-sun virtual conference. It has a size and level of innovation that has never been seen before”.

Mark Kawasaki – The Practitioner’s Road

Long video clip so worth coming back to.

“What I finally see clearly is this: I belong on the practitioner’s road. And my purpose here is different than most. I don’t want to help design a better automobile. I want public transportation”. http://www.windupbird.org/

Stuart the Strategic Service Management Steward

itSMFUK – Outstanding contribution to ITSM

Stuart Rance

I am not sure that Axelos would have moved forward or maintained momentum without his contribution to the Taking Service Forward Initiative.

TSFI

The vision of Taking Service Forward is to provide the service community with an Adaptive Service Model.  Link to Google+ community LINK

archsm

Barclay Broadcasts everywhere.

Barclay has popped up at forums and events across the globe and as a result his personal brand has grown significantly this year across the industry.

He readily shares his insights e.g. ITSMTV etc. however I have selected this clip to shine the Rae from ITSM Goodness to SIaM

Frank and Fred Forge Ahead to the Beginning of Now

Service Now is the world’s second largest SaaS product (Salesforce is #1)

ServiceNow is built on a proprietary platform that aims to automate and standardise business processes, becoming the enterprise-wide platform across IT and business operations.

SN Capabilities

In addition to capabilities for service management, additional capabilities have been built for HR Service Automation, customer relationship management and facilities management.

Tools alone will not deliver the solution to Business Issues. Whilst I recognise how easy it is to create apps I am not sure whether clients would purchase ServiceNow HR Service Automation over Workday, Peoplesoft HCM or SAP HR solutions.

Stroud the Smoothie

Robert has the ability to travel seamlessly across the islands of COBIT5, ITIL and Vendor (CA) communities.

Here is his provocative 5 min presentation at Leadit 13

If 90% of everything is crap then 90% of the way that you are doing Service Management is crap so you must find the 10% of process that really works.

How are you going to unlock value for the future?

Rob Remains Relentless

Rob England is Relentless in his specific / point challenges to others in the SM ecosystem, in particular Axelos.  In 2013 he has come out of the shadows and written a well received book and presented at various forums.

stdcase

“Rob England’s latest book Plus! The Standard+Case Approach, does in one short reading what many books attempt to accomplish in several years. S+C redefines the relationship for technology professionals by creating a route to customer experience, an improved skillset for ICT and redefines everything we thought we understood about “routine”. Chris Dancy, Founder, ServiceSphere Amazon LINK

BrightTALK – Grow Your Audience in 2014

BrightTALK is the “Best of the Best” platform in the eyes of practitioners and has organised many Summits where individuals readily share their insights.

chump

It is important to understand that we can learn as much from the CHUMPS as we can from the Champs:

Axelos a Forward-Thinking Name for a Forward-Thinking Company

Not sure which design agency was chosen but good luck if you ever need to re-brand ITIL. Moreover, the change in logo from the Best Practice Management Swirl to the Axelos GBP (Global Best Practice) is the only visible change I have seen.

Perhaps there will be more forward thinking with the launch of the Axelos website.

Peter Hepworth the Axelos CEO portrays the image of either Tim Nice but Dim or a Gifted Amateur. He has been leading the global Axelos “Dog & Pony (Road) Show” and his lack of Industry, Product or content Knowledge is evident. This is in stark contrast to industry leaders such as Frank Slootman the ServiceNow CEO.

Here is one of his better performances which reflects a steady improvement in his canned speech notes. I suspect that he is more comfortable banging on about Gamification.

ITIL – Product Development Roadmap Priorities – LINK

“We are seeking to capture the most imperative propositions that will help identify the real value of our portfolio of products. We will be asking our ecosystem to support this process with case studies and real life examples as to the quantifiable benefits. We will share a series of propositions, in the form of short briefs for CEOs, at the end of the year and ask for your support with their continual development”.

“Research shows that gaming and simulation can improve the learning process. We will therefore explore this opportunity and work with specific strategic partners to ensure that our products are at the forefront of the digital age in terms of development and delivery”.

Axelos receive royalties from Examination Institutes for each ITIL exam taken. This recurring training revenue stream is the “Gift that keeps on Giving” and will guarantee Axelos employees a share of profits at end of 2014. Metrics drive behaviours so Axelos will shine the lens on Gamification and e-Learning to drive increased revenues.

An early example of generating additional training revenue  is the “Official AXELOS ITIL Foundation Exam App” which was available on iTunes for download at £9.99 / $16

Chris Barrett the Axelos Transitions Director

Chris is much more credible however given that we are two weeks from launch date it is very disappointing that the Roadmap is still very high-level and mapped out by quarter. I suspect that if Chris were still a “Big-Time” consultant he would have been walked off the engagement because the high level view and workstream descriptions are not detailed enough to provide transparency of initiative priorities, deployment plans etc for the Programme Sponsor. One of the key deliverables is the Axelos Community Portal which will be available at the end of Q3 2014.

The Axelos Service Management Architecture workstream is 10 years behind most big-time and independent consultants who have helped their Local / Global clients with the design and implementation of proven IT Operating Models and End-to-End Service Models.

In 2014 there will be increased focus on how Cloud Services Brokerages will Challenge Traditional IT Service Providers for Cloud Services Delivery.

muted

Another trend this year is where Industry stalwarts have been less opinionated. Stephen Mann transferred, after many years, from Forrester to ServiceNow. He has been consistently involved in the key community forums but for me is recording and observing rather than when he was at Forrester providing a thought provoking Point of View.

More worryingly Ken Gonzalez and Ian Clayton have changed their tone and been less vocal since they joined the G2G3 Americas team. G2G3 is part of the C(r)apita Group.

fencing

The Service Management ecosystem will continue to fence with more frequent and aggressive “Thrust and Parry response” moves, fighting with either foil or sabre. The natural tension between Profit (Axelos), Non-Profit (ISACA), Vendors and Customers will increase in 2014 with the lines blurring between who sits Inside the tent or Outside the tent.

WDGLL specs

Why do we need to be more relevant to our Consumer/Enterprise Customers?

The proportion of the global workforce dedicated to agriculture, products and services has changed dramatically and at a faster pace over the last 20 years:

table 1

In 2014 the principles of Service Management will be applied beyond Enterprise IT to predictably deliver outcomes for Consumer and Enterprise Customers. Lessons will be applied from Business Process Outsourcing and Operational Excellence. There will be a huge focus on moving from the Service Experience to Customer Experience with clear definition and measurement or outcome based Key Performance Indicators.

In 2014 we will officially be planning for the post ITIL environment. ITIL = Irrelevant Today Industry Leading Not

Axelos has consistently mentioned investment in products and the value proposition for CEOs.  Whilst new idea generation is part of the equation in 2014 execution is just as important. I envisage that Axelos will pander to the needs of the Pupil over Practitioners and will reap what they sow.

Moreover, Axelos has not defined the criteria by which any artefact will be categorised as “Global” Best Practice.

In 2014 Standards of Service Excellence will be set and validated by the global self-organizing community.

So in 2014 we will see the pooling of collective wisdom and increasing power of individual practitioners to share their insight with whoever is interested across any channel of interaction.

In 2014 it is important that we encourage any new or different thinking. TFT13 was a huge success. The submissions for TFT14 in February will require careful review in order to maintain the standards of excellence and meet the viewers expectations.

So who will take the

Service Management “Moral High Ground” in 2014?

The 2014 champions will be the individual practitioners who have delivered outcomes that address real business challenges. They will readily share proven solutions to business issues via platforms such as Google Helpouts. Those seeking help may opt to pay a sum they think the practical advice is worth.

In 2014 creativity will come from spontaneity, from random connections, from cross-pollination and easy sharing of ideas. A new cadre of “Opinion Formers” will take the global stage. There are no lines to be learned and the members of the cast will extend beyond the “same old same old” set of champions. As we Shift Right new voices from India, Singapore, Philippines etc. will join the dialogue. To this end keep an eye on the folk at HCL.

My related posts:

Is TFT13, not the ITIL joint venture, the way forward for IT Service Management Practices?  LINK

ServiceNow NowForum with presentations from CEO Frank Slootman and CTO Fred Luddy. LINK

Gartner Says Get Gamification working for you LINK

Gartner research note sets out how the Cloud Services Brokerage market will grow LINK

Are you invited to join the Google Helpouts marketplace?  LINK

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Cloud Sourcing, Cloud Brokerage and Hyper-Hybrid Clouds

Cloud Sourcing

Frances Karamouzis and David Mitchell Smith

During the next few years, market dynamics will determine whether cloud sourcing will be the demise of traditional outsourcing, if it will lead to the convergence of services and products currently marketed “as a service,” or if it will result in next-generation outsourcing.

Clients now have more choice, that choice is to turn away from internal IT and look at external vendors that can do all of those services at once

Get “SLAs with teeth” those that have business implications

 

How Cloud Brokers Will Differentiate

Gartner VP Tiffani Bova discusses how VARs, MSPs and technology consultants can become cloud brokers working within cloud aggregator services.

How many of you in the audience feel that you have being delivering Cloud for years?

How many of you today can do usage based billing?

It isn’t about the PC it’s about the Personal Cloud

I

Besol named ‘Cool Vendor’ in

Cloud Services Brokerage

Besol, the leading provider of next generation multi-cloud management platforms for private and public clouds, today announced that the world’s leading IT analyst firm, Gartner Inc., has selected the company as a Cool Vendor in Gartner’s “Cool Vendors in Cloud Services Brokerage Enablers, 2012” report published on 12 April 2012 by Tiffani Bova, Daryl C. Plummer, et al.

According to the Gartner report Key Findings, “The cloud services brokerage (CSB) is emerging, and first-mover advantage will be key to gaining awareness and share. CSBs are challenged to continuously build or buy the capabilities required to compete in the three CSB roles: aggregation, integration and customization”

“We in Besol believe being chosen as Gartner Cool Vendor is as a testament to the dedication, hard work and focus on innovation of our team” said Javier Perez-Griffo, Co-Founder and CEO of Besol. “The Tapp platform from Besol allows users to manage their cloud infrastructures independently of their cloud provider, but more importantly, enterprises can manage both their public and private clouds from a centralized point.”

Perez-Griffo continues “Cloud services are no longer restrained to large enterprises or IT-savvy organizations. Through our platform, SMBs of all kinds are now able to ‘tapp into’ the cloud and deploy and manage their infrastructures seamlessly, in a completely new user-friendly experience.”

Hyper-hybrid Clouds

Chris Weitz – Deloitte

Today, hyper-hybrid clouds are an advanced form of cloud services in the early stages of adoption, but the approach is rapidly becoming the norm for cloud services architecture.

A hybrid cloud is a cloud that works across different environments where you have services from vendor clouds working directly with clouds inside of an organization, thus forming a hybrid cloud.

Hyper-hybrid clouds are the multiplication of numerous hybrid clouds working together to serve an organization. The hype curve for cloud computing is at an all-time high, for pretty good reasons. Cloud computing can help increase agility, decrease costs and improve service delivery capabilities — and it can happen fast.

Tiffani Bova – has coined the term “born in the cloud”,  For me this is where new capabilities are forming on the cloud platform so that a different approach is required to manage the increased complexity of hyper-hybrid clouds.

Cloud Service Brokers add value by managing one or more cloud service on behalf of the service’s recipients.  Gartner says that cloud service brokers represent the single largest revenue growth opportunity in cloud computing through 2015, emphasizing that without cloud brokerage the cloud industry cannot survive.

I say that clients will need to design and implement Cloud Service Management practices [CloudSM] to govern the relationship with their cloud service brokers and external providers.

Services configured from Hyper-Hybrid clouds will set new delivery challenges for Next Generation Service Management CloudSM to overcome.

The guidance provided by the ITIL 2011 Edition and COBIT5 framework does not help define CloudSM practices required to address the dislocation of company compute assets which previously were on-premise and have now become “Place Less” being delivered from anywhere in the Hyper-hybrid Cloud. 

So what criteria do you apply in sourcing your Cloud Service Provider?

Do you need to engage a Cloud Service Broker?

Should you jump to Hyper-Hybrid clouds directly or be more risk averse?

I can only think of the classic consultant response “it depends”

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Forrester’s “Forrsights”

It is important to keep up with the latest research and predictions from the leading analysts.  With this in mind I have selected three contributions from Forrester.

  • There is a growing expectation gap between IT and the consumer
  • Key forces and challenges are driving the need to Transform IT 
  • The need for speed is accelerating – and IT isn’t keeping up

Matt Brown – Vice President serving CIOs

What we are witnessing is a growing expectations gap where consumer technology markets are moving so fast that IT is having a hard time keeping up.

Work is getting separated from place with more and more remote work.

Eveline Oehrlich (Hubbert) – BrightTalk webinar 31 May

+1 617-613-8803  –  eoehrlich@forrester.com  –  Blog: blogs.forrester.com/eveline_oehrlich

 Transform Your IT Organization With Process-Based Service Management

LINK to Webinar.  It is straightforward to register

My thanks to Eveline for sharing her presentation materials with me

There are three sets of forces shaping business demand

  1. Business Ready, Self Service Technologies are on the rise
  2. The number of empowered self-sufficient, tech-savvy workers is rising
  3. The Business Environment will be radically more complex

Key Challenges

  • An increasing IT capability gap
  • Technology tribes
  • Engineer-to-order
  • Lack of control with what processes and tools they work
  • Pace of change/complexity
  • Only 4% said that Business and IT were fused together

 These challenges require a shift to a modern IT (process based)

  1. A “changed” IT organization
  2. An effective understanding of key business services and how IT supports them
  3. Managing the IT supply chain as a service catalyst
  4. Adoption of best practice framework(s) 

 Recommendations

  1. Think service from the outside in.  Is your service desk a service catalyst?
  2. Look at how you work with your Development Team – what is the communication, how could that be improved?
  3. Evaluate your change management process end-to-end.  Is there an opportunity for improvement?
  4. Reboot Service Management

 The stand out quote for me was – “ITIL is not a religion, don’t be a religious fan”

Sharyn Leaver – Vice President serving EA Professionals

It is easy to register to Forrsights – here is the LINK

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Multi Vendor Management is much more than just Supplier Management

This week the IT Service Management gurus have been discussing whether ITIL is Broken.

David Moskowitz – Interesting discussion @ Facebook #back2itsm group regarding whether #ITIL is broken http://goo.gl/QxdBR (hint, I don’t think it is) #ITSM

ITILZealot – @davidm2 #ITIL isn’t broken, it is a nirvana that may never be totally achieved but functions as a goalpost to aim for

David Moskowitz – Admit I’m tired reading about how broken #ITIL is. Hint: it’s DESCRIPTIVE meaning it’s meant to be adapted. So… adapt, don’t complain

You will have to join the #back2itsm Facebook group to view the interesting discussion thread.

The exam question is not whether ITIL is Broken, it should be about the quality of the explanatory guidance provided in the ITIL 2011 Edition core volumes.

In my experience the books describe “What to Do” but contain insufficient detail on “How to Do It”

Let’s drill into a particular topic by taking a look at the guidance provided by the ITIL industry standard framework for Supplier Management and Multi Vendor Management.

 

Service Design – 4.8 Supplier Management

The purpose of the supplier management process is to obtain value for money from suppliers and to provide seamless quality of IT service to the business by ensuring that all contracts and agreements with suppliers support the needs of the business and that all suppliers meet their contractual commitments.

I encourage you to read through all of section 4.8 for example 4.8.5.3 Supplier categorisation.

Service Strategy – 3.7.3 Multi-vendor sourcing

Sourcing services from multiple providers has become the norm rather than the exception. This approach has been delivering benefits and gaining increasing support. The organization maintains a strong relationship with each provider, spreading the risk and reducing costs. It should also be noted that each provider may represent a different type of sourcing option.

Governance and managing multiple providers, who often have little to do with each other outside of the common customer, can be challenging.

Service Strategy – 3.7.5 Sourcing governance

Governance refers to the rules, policies, processes (and in some cases, laws) by which businesses are operated, regulated and controlled. These are often defined by the board or shareholders, or the constitution of the organization; but they can also be defined by legislation, regulation or consumer groups.

This description of Sourcing Governance is non-specific.  What is required is a practical example of how a Governance Board provides oversight for multiple vendors.   

The purpose of the Vendor Management Board is to ensure that strategic vendors are acting as global service partners in the company’s best interests, in a way that is consistent with the intent of contractual obligations.

Objectives of the Board:

  1. Maintain a productive and well managed strategic relationship at the most senior levels
  2. Provide a forum for open and honest two-way communications between client and the prime vendor
  3. Ensure that both client’s and the vendor’s relevant medium-term and long-term strategic imperatives (business, technical, etc) are understood by both parties, and potential opportunities and risks are identified
  4. Identify and exploit opportunities to leverage the relationship between client and the vendor in order to add value
  5. Provide a forum for reviewing holistically at a global level the service being provided to client by the vendor

The Vendor Management Board should meet formally every quarter at a minimum

IT/BPO Outsourcing and Supplier Management explained

Thomas Coles – MSM Software

00:30 MSM have been engaged by a client to manage the relationship with over 25 suppliers.

What does ITIL have to say about the Supplier Manager role and responsibilities?

Service Design – 6.3.12.1 Supplier Management Roles

This section sets out the Process Owner and Process Manager responsibilities that need to be performed in support of the supplier management process.

For example, the Process Owner works with the business to ensure proper coordination and communication between corporate vendor management and/or procurement and supplier management.

Section 6.3.12.1 does not provide the right level of guidance to define and effectively establish the role.  Here is a more detailed [15 point] list:  

The Vendor Manager is responsible for:

  • Developing and maintaining executive working relationships with strategic vendors
  • Facilitating negotiations and commercial engagements with the vendors for current and future business requirements
  • Creating an escalation path within the vendor organisation for the purposes of dealing with high profile service and account management issues
  • Implementing best practice vendor management processes in addition to the ongoing governance thereof
  • Acting as an escalation point for vendor performance or governance issues
  • Managing the dispute resolution procedure relating to claims or disputes between the service organisation and its strategic vendors
  • Liaising with business relationship managers to channel and prioritise their requirements to the vendor(s) and to ensure that internal customer expectations are met.
  • Evaluating sourcing strategies to ensure they reflect Client’s operational and vendor experiences
  • Developing the contractual elements of the sourcing strategies
  • Evaluating markets for sourcing developments and opportunities
  • Maintaining a current understanding of external environments, including vendors and product innovations
  • Managing review meetings with strategic vendors to ensure delivery against objectives and contract budgets, developing regular reports on contract, and commercial milestones and performance, and informing internal customers, vendors and management of activities and progress through regular written and verbal communication
  • Administering commercial and financial arrangements with vendors to include billing, invoicing, performance/penalty adjustments and internal charge-backs, where appropriate
  • Managing ongoing regional or local evaluation and benchmarking requirements for ITO and  BPO services
  • Managing the evaluation of vendors against the efficiency and effectiveness metrics, and report results and findings to IS and business stakeholders.

Vendor Management – Best Practices For Your Business

Regardless of what business you are in, vendors play a key role in the success of your business.  By using the following vendor management best practices to build a mutually strong relationship with your vendors you will strengthen your company’s overall performance in the marketplace.

  • Vendor Selection – right vendor for the right reasons
  • Vendor Search – create a short list of vendors that meet the defined requirements
  • Flexibility – willingness to work towards a mutually beneficial contract
  • Vendor Performance Monitoring – must be monitored constantly in the beginning
  • Communication – avoid misunderstandings and proactively address issues

A well managed vendor relationship will result in increased customer satisfaction, reduced costs, better quality, and better service from the vendor.

Carmela DeNicola, FYI Business Consulting

I recommend that you read the full article which provides more detail for each of the five best practice areas.  Here is the LINK

Bill Laberis – In tough times, lean on your vendors

You can and should lean more heavily on your big IT providers to prove tangible and intangible value

 

The Next Wave of Vendor Relationship Management – LINK

What is the next great strategic sourcing practice for sustaining cost reductions and driving an efficient, competitive business in an environment that is constantly and dramatically changing?

The answer is in how companies are addressing vendor relationship management and creating incentives that better leverage the capabilities of their current providers.

Most mature outsourced companies have created a concentrated multi-provider base, often with a handful of large sourcing vendors playing a major role in supporting the organization. These efforts have shifted business critical processes and value chain activities to outsourcing providers, creating new major provider relationships that are vital to operational continuity.

Accelerated software delivery life cycles, vastly more sophisticated infrastructure virtualization, rapid pace of process and technology convergence, and the need to work seamlessly with offshore vendors have made effective vendor relationship management more demanding and more critical than ever before.

The challenges of Multi Sourcing

FUJITSU UK executive Discussion Evening

If you can get past the annoying background noise this video clip has sound perspectives from senior level practitioners.

At 02:55 Dr Richard Sykes of Intellect talks about the need for outcome based agreements with a single vendor which is not Multi Sourcing.

Multi-sourcing: CIOs tips on making it work for you –

and your suppliers

Businesses are moving away from trusting single suppliers to deliver multi-billion pound outsourcing megadeals in favour of accessing services from multiple providers instead.

Almost 40 per cent of CIOs surveyed by Harvey Nash/PA Consulting Group last year said they planned to increase their use of multi-sourcing – where IT or business process services are sourced from a range of suppliers rather than a sole provider.

Multi-sourcing, as well as providing access to services from best in breed suppliers, offers a way around the common pitfalls of being locked into a long-term deal with a single vendor. Long-running outsourcing deals with sole suppliers can encourage low innovation, sloppy service delivery and customer dissatisfaction as the supplier, safe in the knowledge that it has a multi-year contract, has little incentive to try too hard.

However multi-sourcing is not without its risks, in particular the potential for the deal to come apart if the client fails to get to grips with co-ordinating multiple providers or if communication between suppliers breaks down.

At the recent CIO Event, CIOs shared their thoughts on the best ways to get the most out of multi-sourcing and keep multiple suppliers on track:

  • Check whether multi-sourcing is the right approach
  • Small deals may not be suitable to be broken up and delivered by multiple suppliers.
  • Outsourcing contracts often require suppliers to invest upfront and if splitting a deal into smaller contracts reduces their value too much, suppliers will likely reject the job as not being viable.
  • Companies should also check how many suppliers have the skills needed to deliver the work they want to outsource.
  • If only a small pool of suppliers are able to carry out the work then multi-sourcing may not be the best approach as there will be too few qualified suppliers to provide competition.

Nick Heath

This is an extract from a longer article which also explores the following: Competition is good, Reward joint success, Keep suppliers clued up and Align your goals.  LINK

 

IT services the end of multi-sourcing is nigh

Multi-sourcing is dead; long live the trusted advisor. As contracts reduce in size, power is being redistributed to the key players in many outsourcing engagements, according to Ovum.

In the new report*, the independent IT and telecoms analyst firm finds that on the back of an ever reducing number of megadeals the average contract value has fallen to USD$65m in the first nine months of 2011.

Jens Butler, Principal Analyst of Ovum and author of the report commented: “The mix of major providers in outsourcing contracts has shifted from the much-heralded multi-sourcing approach to a more contained portfolio of suppliers and services in recent contracts.”

The report uncovered the increasing prevalence of single “capstone’ vendors “controlling” larger proportions of contracts. On average 60 per cent of total contract values (TCV) are being allocated to a single, lead supplier across multiple supplier deals signed since 2009 highlighting the fact that consolidation of control and governance is shifting to a single, trusted supplier model.

“The more mature markets are moving towards consistency in contract size and length, enabling suppliers the ability to plan and think strategically and develop value that can be delivered through the lifecycle of the contract”, said Butler.

The report notes that in the emerging markets, cost management and control are less of a core factor in decision making and there is a tendency to leverage IT to support business growth and expansion. As such, the key driver for enterprises when investing in IT is speed of delivery.

Butler recommended  that enterprises need to be prepared to engage with multiple suppliers, offer a big enough carrot of additional services and to be prepared offer more applications into the mix in the emerging markets.

Jens Butler

* IT Services Contracts: A Single, Trusted Supplier

Many factors are driving a review of IT sourcing strategies:

Business Drivers

  • Meet growing business demands for IT solutions that contribute to competitive advantage
  • Accelerate time-to-market for IT solutions, such as for new business models
  • Maintain high satisfaction levels with business

Financial Drivers

  • Reduce IT costs 
  • Maintain a flexible cost base
  • Maximize returns on IT investments
  • Balance costs, quality and service levels

Capability Drivers

  • Re-skill and up-skill IT personnel
  • Focus on IT capabilities that will deliver business value

Risk Drivers

  • Address IT performance issues
  • Improve IT workforce management

Multi-sourcing has become a de-facto standard service model for outsourcing in large companies as it accumulates benefit from the capabilities of the best players.

However it should be noted that the benefits of multi-sourcing come at the price of increased complexity.  Additional complexity is created where the organisation has implemented:

  • key nearshore and offshore locations to provide balance between skills availability and service cost
  • a hybrid model enabled by private and public cloud services

Companies must stand up a retained IT organisation which is responsible for Vendor Management providing oversight of the outsourced suppliers, commercial management and end-to-end service management capabilities.

The retained IT organisation must be specialists who will typically focus on the following topics: 

  • Buying Services: Company focuses on what services needed and not on how they should be delivered
  • Service Levels – Management through output measures e.g. KPIs, enhanced and predictable service levels without resource constraints
  • Pricing – Service based pricing; paying for usage with annual cost reduction targets
  • Contract Terms – Service unit prices defined up-front; payment related to service usage
  • Contract Governance – Client controls demand, but not delivery
  • Retained Skills – Focus on service procurement, business enablement, requirements and service measurement
  • Processes – Client buys standardized processes and tools (based on best practice frameworks) instead of spending company resources to build and maintain them

Multi sourcing is typically enabled by a prime service integrator.  The prime integrator (lead supplier) ensures service levels through industrialised Service Management practices which are supported by an integrated toolset.

Industry standards, such as CoBIT 5, ITIL 2011 Edition and ISO/IEC 20000 have an important part to play in the standardisation of ways of working across multiple vendors.

I hope that you now appreciate that implementing a multi sourcing service model and multi vendor management is much more than just the supplier management process and roles described in the ITIL 2011 Edition core volumes. 

Gartner recognises this as one of the greatest areas of stress for CIOs, how to make sure you choose the right service suppliers, and how to get them to work for your benefit not theirs.

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Is it possible to predict the future of the Service Desk?


On Wednesday 18th January the good folk at BrighTalk arranged a Service Desk Summit.

I have selected two presentations from the day which resonated with me.

Future of the Service Desk – Get Social, Stay Relevant

Crystal Miceli (first 13 mins) & Bill Riley

Social Service DeskAdding social media channels to self service

Today, it’s about serving your customers across different channels, whether it’s web-based, online chat, mobile, social media like twitter or email because they are unlikely to pick up the phone.

New Service Desk Model attributes –

multi channel support

RSS feed subscription, forums, chatter

open lines of communication

collaborative knowledge capture and dissemination

and voice of the social customer drives new service development.

Service Desk 2.0

Brightalk webcast

Presentation Slides

James Finister (TCS)

A workforce that works seamlessly across platforms and that blurs the divide between private and corporate IT.

  • wants IT delivered on its own terms
  • will informally leverage social media and web based services to reduce their own workload

The goal of support is to provide value by helping customers to use services to do their jobs.

Self service and peer support become the default support mechanisms.

Tools will have to facilitate greater communication with other products.

Things we need to unlearn:

• SD activity targets

• The language of ITIl

• The importance of process

• Service Desk as SPOC

• The SD has all the answers

To what extent did the Brighttalk – Service Desk Summit provide a look into the future?

For me, these two presentations soared to the mountain peak whilst others remained in the safe environment of base camp.

Crystal Miceli and James Finister know what good looks like.  They are prepared to raise their heads above the parapet and provide a distinctive point of view.

So what other viewpoints are out there?

The Future Of The Service Desk Requires A “Customer-Savvy” Approach

John Rakowski – Forrester

Service desk professionals now operate in a business environment in which their end users or customers are “tech savvy.” This leads to a potential conflict spark point where IT customers believe that they have more IT know-how than the service desk.

The service desk and IT as a whole has to focus on becoming “customer savvy” to embrace these pressures.  Customer savvy starts firmly with the soft skills of I&O professionals. Simply, it is the ability to listen to your users/customers and to take on board their IT service suggestions.  Secondly, it is then the ability to apply your IT knowledge and experience to these suggestions from a risk, cost, and potential competitive perspective.

Jeff Weinstein (RightAnswers) adds – At the heart of a customer savvy service desk is the challenge for the team to really be on the pulse of its users and know how to address issues in proactive as well as reactive ways.

What Will the IT Help Desk of the Future Look Like?

John Paul Titlow

We’re already seeing clues about the future of the IT help desk today. The workforce is beginning to become more distributed and mobile, while the nature and number of devices people use day-to-day changes rapidly.

The trend toward socially infused customer support probably has only a limited relevance to company IT departments, whose “customers” are really internal staff.

Not only is the nature of the workforce itself becoming more mobile, but so too are the tools used by IT staff to fix problems. We’re already seeing really solid mobile and tablet apps for things like help desk software, remote desktop support, accessing servers via SSH or FTP and managing networks, to name a few. As smartphones and especially tablets become more ubiquitous and powerful, we can realistically expect to see even more robust administrative tools built for them

[vimeo http://vimeo.com/21028044]

In the future, it may not just be tablets and smartphones, but other connected devices as well. As the Web continues to grow outside of its original desktop boundaries, the list of devices IT departments need to support could grow as well. Anything that connects to the Internet and has a potential professional use is something that IT staff will at least need to be familiar with, even if they’re not fully supporting it

  

Next Generation of BMC Remedyforce Goes Social with Chatter

“Since it was introduced at Dreamforce, Remedyforce has helped IT departments of all sizes achieve greater success using social, mobile and open, cloud technologies,” said George Hu, executive vice president, salesforce.com. “BMC and salesforce.com are helping to automate the social enterprise by providing the leading IT help desk app in the industry built on Force.com.”

  

Goodbye service desk, hello to the collaborative IT support

Matt Rigby

Social IT support – what is it and how does it work? –

While traditional IT support is built on a closed “one-to-one” communication between you and your service desk, social IT support is built on an open “one-to-many” communication between you and your community

It’s relatively easy to introduce social IT into your business.  Since most, if not all of your employees or colleagues will already understand the concepts of social media through their use of platforms such as Facebook or Twitter, all you need to do is enable these ways of working within the workplace.  There are a growing number of social IT service management platforms emerging, either built entirely on the concepts of social media, or integrating some of these concepts to enable organisations to embrace this new way of working.

Service Desk 2017

“Lots of interest in @sdi_institute up and coming paper on Service Desk 2017.

If you’ve a view of the future get in touch if I forgot to ask!” @howardkendall

 

Anatomy of the Service Desk

LANDesk & the SDI are compiling a new whitepaper for 2012 –

The paper will look at how ITSM professionals spend their time, biggest time drains, and levels of pressure, while suggesting ways to improve service desk time-management and productivity.

Can you hear me now?  The future of the Service Desk.

ITSM Weekly The Podcast (Episode 63) -Service Desk of the Future 1 Of 5

Chris Dancy, Matthew Hooper and Matt Beran (twitter #ITSMWP) if you have the stamina to sit through 5 episodes!

MyPredictions for the “Service Desk” of the future

Will there be a Service Desk in the future?

The current view of the service desk as a single point of contact for users will not endure.  There will be virtualised operations from multiple locations with no concept of a centralised function.  This formation will become the default model in the short term to achieve cost savings through less facilities overheads – Telephony, Buildings etc. 

Where required to do so, service personnel will be spread across geographies to provide Follow the Sun coverage.

The Service Desk will need to transform into a Customer Interaction Capability that maintains the channel of the customer’s choice with little requirement for human voice interaction.

Non-voice technology – multi-channels – will enable users / customers to communicate just as easily in any format as they do by voice.

In the future more and more customer interactions will occur on the go to help keep track of information from cradle to grave.

“Phablets” Smartphones / tablets will be aware when utility (fit for use) is sub-optimal and will communicate directly with the SaaS product in the Cloud     

The future is about the Customer Experience. So can the Customer Interaction Capability keep up with their demanding expectations for instant gratification?

What will the new Customer Interaction Capability be called?  

Mult-Channel Service Centre, Service Interaction Centre, Service Storefront… 

Have your say – @WDGLL or whatdoesgoodlooklike@gmail.com


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