Good article by David Mainville about maximizing ITSM investments on CIOUpdate.com
Quick come back post….
Tips on creating a glossary by ITSM Professor.
Click here to read an interesting article on the application of Kano Model in ITSM.
Two beautifully written articles on Saas and ITSM
1. SaaS and ITSM – a Marriage Made in Acronym Heaven? by Stephen Mann
This article does not dive down into the complexity of SaaS-variants such as SaaS 1.0, 2.0, and 3.0, or the single-tenancy versus multi-tenancy debate, or terminology such as Hybrid SaaS. It does, however, assume a perspective that views enterprise interest in SaaS-delivered ITSM solutions in the context of replacing already deployed on-premise ITSM applications – a viewpoint that is also used by many vendors to calculate the Return On Investment. Moving from on-premise Product A to SaaS Product B rather than determining the underlying benefits an organisation would realise from utilising their technology to support ITSM processes and procedures.
2. SaaS 3.0 And ITSM, Match Made In Heaven!! by Chris Dancy
The second article is a wonderful overview of Saas, its evolution, maturity levels related to SaaS and its associated with ITSM.
Must read articles both of them!
While browsing today on some ITSM topics, I reached this nicely articulated post by Troy DuMoulin from Pink Elephant, on the “Health Check of ITSM Programs“. In addition to an insight on why some projects fail, it also visually represents the building blocks of an ITSM Program. Some text from the post below:
The following lessons learned from failed projects can help us open our minds to managing risks and planning to succeed rather than become yet another statistic
- IT Service Management/ITIL projects are actually transformation programs requiring significant shifts in behavior and cultural change across multiple groups.
- Process documentation is not worth the paper it is printed on without the ability and will to enforce its use.
- An IT Service Management tool alone will never enforce new behaviors or best practices.
- Most organizations fail at their initial process improvement efforts by focusing on the technology or tool elements of the project and underestimating the effort required to address the softer people and governance issues brought by the transformation effort.
- Most projects reveal clear, early warning signs that the project is at risk but these signs are missed, ignored or not managed.
Worth a read, and use as a reminder!