ITSM is a necessity that no one would refute. Most are familiar with and utilize in some manner ITIL, PRINCE2, and/or CoBIT frameworks. These methods are time tested and improve IT structures. However, there are those who believe these frameworks to be too constraining and that blind adherence of them is not always beneficial. ITSM can often distract from the original commissioning of IT departments; IT should aid in the benefit of achieving their company’s goals.
Below are some excerpts to think about:
All models are wrong
Brian Clark, CIO of Melbourne-based university, RMIT, is happy to be quoted as saying that he “doesn’t give a stuff” about frameworks such as ITIL. He does, however, quantify that by saying when he started at RMIT, the organisation was plagued by regular and ongoing SAP outages that were happening as a result of badly managed internal processes.
“One of my favourite quotes is from mathematician George Box who said; ‘All models are wrong but some are useful’”, Clark said. “When it comes to ITSM models, I think people get too caught up in the idea of process, frameworks and ideology.
Early success, vital ammunition
“On the upside, from our established benchmark we were then able to demonstrate the improvements we were making. Those operational performance metrics are now allowing us to have the type of conversations we should be having about systems availability, which has a direct business-impact.
“Indeed, increasingly that conversation is coming back to me from the senior executives at the University. They now understand the opportunity for IT service management to support and drive core business objectives.”