2. Include shadow IT in event, incident, problem and request management.
Next, the IT organization should add shadow IT issues to queues in the IT service management system, establishing minimum standards of performance and measuring compliance with respect to incidents and requests. “[This] will help create the conditions in which shadow IT can also play a significant business advocate role in problem management,” Wright says.
3. Establish SLAs and operating-level agreements (OLAs) for shadow IT.
By creating specific SLAs for shadow IT and including these non-IT delivered capabilities in operating level standards, IT can align overall goals and targets with shared objectives, such as 100 percent compliance with change and release management procedures. “For external functions (to the extent possible) align SLAs within underpinning contracts to defined outcomes compatible with SLAs,” advises Wright. “And where SLAs are non-negotiable establish responsibilities and supporting organization objectives or OLAs for shadow and core IT to provide an effective bridge from the non-negotiable SLA to the required outcome.”
4. Align IT performance reporting, including shadow IT performance in all dashboards and scorecards.
This will go a long way toward increasing transparency into the delivery of all IT services—with shadow IT sitting alongside IT-procured services and systems and highlight where each actually provides the most business value. “Increasing visibility via management dashboards and reviews where all parts of IT — core and shadow — are given an appropriate amount of air time helps increase the recognition of value being delivered by IT into the business as whole.”
Sign up for CIO Asia eNewsletters.