Service management exists to make life easier for the business, and in turn generate business value. Problems result when IT develops tunnel vision with ITSM and forgets the simple purpose underlying its use. In a post for ITSM.tools, Jaime Spector outlines 10 mistakes ITSM makes most often:
- Missing the mark with the RFP
- Being stuck in the past
- Waiving off cultural buy-in
- Not spending enough time on process
- Too much too soon
- Sprawling scope creep
- Lack of communications strategy
- Going after what is not needed
- Misusing KPIs
- Satisfaction with the status quo
Improve Your Vision
When you send out an RFP, it should clearly articulate why you need the thing you are requesting. Technical specifications should come a distance second place in crafting the RFP. Perhaps use the MoSCoW method to determine what the RFP should really include. A similar can’t-see-the-forest-for-the-trees scenario can occur with KPI usage. It can be all too easy for IT to fixate over metrics and (unconsciously or otherwise) game them to make them look better. But that defeats the purpose of using the metric at all, because metrics are supposed to reflect business health and progress toward goals. A “fake news!” metric does neither.
Other mistakes that Spector addresses, like being stuck in the past or being satisfied with the status quo, indicate nearsightedness in IT. Somebody should always be pushing to try something new. If that is not the case, then IT is inevitably not living up to expectations.
The remainder of mistakes made deal with losing sight of the basics. For instance, if IT has not established sufficient process to avoid bottlenecks and collect appropriate documentation, that is going to negatively affect everything else. A lack of communications strategy will be equally damaging:
We already know it’s important to achieve buy-in for your new ITSM project[;] however, IT project managers often make the mistake of not formulating a clear communications strategy that loops in management and team members as to all pertinent statuses, milestones, and related information and metrics related to ITIL or the ITSM project as a whole. Relegating these items to one-off emails without first considering who they’re targeting, what you’re trying to accomplish, or if any feedback is needed can cause organizational strife and may potentially hold the project back.
Maintaining ITSM requires a combination of leadership vision and people eager to tighten the screws. Do you have a screw loose? You can view the original post here: https://itsm.tools/2017/09/01/10-common-itsm-mistakes-and-how-to-avoid-them/