Service management isn’t the same as traditional IT services. For one thing, service management needs to communicate with the business better than “traditional IT,” and likewise needs to prove it’s worth much more clearly. This article by Martin Atherton champions the idea of measuring the contribution of IT towards overall business goals, but also recognizes that some IT organizations aren’t quite there yet.
Atherton then turns his attention to the tools and software used by organizations to help with service management. He claims that they are useful, but perhaps myopic in measuring what truly needs to be monitored. He explains how the tools should not only account for IT, but also for the complete process, including “interactions between people and the use of other systems or assets.”