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A competency-based maturity model to reduce ITIL adoption risks

Dan McMahon and Laurie Hathaway, Pace Harmon | Feb. 9, 2011
As large enterprises search for solutions to get the most out of their outsourcing vendors, many are turning to operational frameworks like ITIL (Information Technology Infrastructure Library) to improve the effectiveness of IT service delivery.

* Process management: Parties must jointly assess the current processes and determine where each party "fits" in the outsourced, ITIL compliant environment. Documenting the retained and outsourced processes — as well as defining the process owners, triggers, dependencies and process outputs — ensures consistent application of and improves compliance with these processes.

* Continuous improvement: A mechanism is needed that facilitates the proactive identification of key trends, exploration of opportunities for continuous improvement and implementation of best-in-class practices in the IT service management function. Involving the supplier in this process can leverage the partner's own experience with ITIL, enables the sharing of supplier capabilities outside of its current services scope, and provides a forum for identifying, agreeing to and documenting any modifications to the existing service scope, performance and /or pricing of the outsourced processes.

When an organization aligns its IT service management functions with ITIL's best practices, it must decide which approach will yield the most predictable and positive outcome, as well as how to optimally include vendors. The competency-based maturity model provides a platform for eliciting support and a road map for the transformation. It not only helps to overcome the challenge of translating high-level objectives into realistic goals, but also can provide the framework for establishing a robust supplier relationship.

 

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