The IT Skeptic is on: Rob England is the IT Skeptic. Belief is like a red helium balloon. You can't bear to let go of it. But letting go is easy, and once you do it floats away and you wonder why you ever held it.
Work, politics, race, religion The world changes, beliefs Itil process maturity assessment. This book is about how to run services, in any organisation, in any industry. It describes the basics, the core stuff, in realistic pragmatic terms. And it is pragmatically brief - we kept it to 50 paperback pages. I'm looking at a "classic" process maturity assessment done by a consulting firm for a client, and what a useless document it is. I'm not saying who sent it to me or why or where from.
That isn't important here because so many assessments are similar. The report analyses 8 practices. It doesn't say why those eight. They are a typical eight: It tells the client they suck. Maturity not much above 1 in all of the practices. Is this a problem? What are the risks? Does it matter at the client site? It offers five high-level recommendations and about 8 recommendations for each of the 8 processes.
That's nearly 70 recommendations, all of them hard. It offers no way of prioritising them and no roadmap for addressing them. Itil process maturity assessment in the next paid engagement.
So what have you told me? We knew that - that's why you are here. "Itil process maturity assessment" much we suck, and what a huge task we have ahead of us to not suck. Well, that's really going to help launch a programme. There is zero discussion of the organisational context, what
Itil process maturity assessment goals are. Why do they need to improve? What do they want to achieve? There is very little discussion of any conditions specific to the site.
People pay for this? The reason why all of these 'tools' and 'approaches' fail as they only paint part of the picture and a disconnected one at that. Also there are range of methodologies which has resulted in multiple silos in terms of standards, methodologies and their application.
To eliminate all of this we have taken an approach that captures a full Enterprise Reference Architecture, its layers, etc. Also this approach enables the ERA to be viewed from multiple perspectives and has the benefit of linking all the components in an enterprise together in a meaningful way. Change one thing and it cascades and impacts on other areas.
Without a holistic view you work on 'parts' of an enterprise in splendid isolation and generally in a meaningless way. Very interesting point and in general we agree conceptually in the ERA.
If you have that then you can look at how to optimise your processes. We also prefer this as a strategy than Continuous Service Improvement because knowing the process interactions means we can look for ways to apply effective technology to optimize those processes, or 'simply' change those processes. That being said, an Enterprise Reference Architecture by its very own nature it is Itil process maturity assessment the word "Enterprise" will be impossible to achieve.
Our companies are spread over multiple geographies, with lines of business that intersect and share. The act of defining the ERA in the first place will consume a significant proportion of our resources i'm thinking of the outsourcing discussion above to accurately model and even then will have changed before the model is completed.
Not quite sure any more what you are driving at. Most of your comments indicate sensible thinking and a lot of bad experience working within frameworks termed as ITIL. However I don't really see any suggestions as to what to do, rather what things are useless. I am not sure what then to make of them i.
Is it a sign that much of ITIL has been picked up and implemented in the real world too many times in a certain way that it now lives its own life and synonymous with less-then perfect practice? I am careful not to Itil process maturity assessment the term "bad practice" as I consider these attempts to leave many organisations in a better state than without trying at all - even if they don't end up with "best practice" You hit the nail on the head, which is why we created Service Improvement Manager a cloud-base DIY continual improvement tool to combat just
Itil process maturity assessment very sort of thing http: No understanding of the value that a targeted 20K SMS scope can bring either.
Lets you self-assess your processes Compliance, Capability and Maturity 2. Track and manage the improvements I normally remove vendor-promotional comments, but this one is apropos enough to stay.
Please don't think this sets a precedent: Keep doing what you're doing ITSkeptic. One day the vendors will wake up and begin to deliver solutions which enable agile service management instead
Itil process maturity assessment protecting ffiefdoms.
Nice blog BTW, you mis-spelt "skeptic" as "septic". I agree with all the Itil process maturity assessment content on your blog but not necessarily your premise as to the cause: ITIL is not "Itil process maturity assessment" specific. ITIL works well as a general framework if it is applied intelligently. And it doesn't need a CMDB to work well.
New technologies don't change ITSM things much unless one has a narrow tech view of the world. From to this ship http: Even after it stopped sailing, it served as a school for sailors. There must have been people in charge of the sailors training like Rob who thought new technology does not change frameworks. Reef the mainframe and haul up your incidents! Now it is probably just good that I cannot remember any good word for describing those people who thought that teaching people to sail a frigate was a necessary part of sailor's training in the 20th century.
And we don't teach IT users how to use quill pens either. Actually an awful lot of sailors' techniques didn't change when sails went out. My cousin learned to sail in the NZ navy in the s too. He also learned how to operate advanced electronic weaponry.
And he learned things both sailing ships and warships have in common: In fact, worse, we believe that ITIL practitioners and pushers are a cancer on the IT Service Management community, draining much needed IT budget into nebulous self serving valueless activities that do not help the business, the end-users or the IT staff at all when applied to modern service platforms.
The Donald Rumsfeld is as follows remember his unknown unknowns - very insightful There are other methods that are totally irrelevant to new ways of working that add no value at all. Further, there are methods that if taught as "best practice" or "fundamental" to a way of working will adversely impact new ways of working.
This is where we find ourselves with most of ITILs core tenants: Modern infrastructures are not client-server or mainframe like. They need new methods. The old methods and technologies designed to underpin those old methods are irrelevant.
ITIL and its practitioners and pushers continues to espouse the methods for managing client-server. I agree about CMDB. I've never had a client mature enough to attempt model driven BSM.
And I totally disagree about CSI: Those are interesting cases. But what about the basics. Please see the last third of this post http: Just to shut down
Itil process maturity assessment "continuous service improvement" position So, when Change is the only constant, you never get to the point of being able to continuously improve services because you are continually delivering changed services or new services so you never have a baseline to improve from.
Economists in the room will also note that at some point one will reach a ceiling in Itil process maturity assessment of ability to continue to improve - capitalism and economic growth or company performance for example.
It is impossible to continue to grow an economy at a certain rate, or grow at all past a certain point! We also believe that the goal of continuous service improvement is so nebulous as to "Itil process maturity assessment" valueless. Improvement when viewed from an IT perspective has one of three contexts: Customer Satisfaction or, Perception of Satisfaction think about it, they are really the same 2.
So if you agree with the above, then the only conclusion one can make is that Continuous Service Improvement is a non-productive activity made up for those people who can no longer be employed in the last "nebulous ponzi consulting bubble" of Total Quality Management The only positive I can find is that the assessment used the ITIL PMF (Process Maturity Framework) which has dimensions of vision, culture, people and. The ITIL Maturity model and self-assessment service has been developed to help one questionnaire for each of the 26 ITIL processes and four ITIL functions.
How the Likert Scale approach combined with the ITIL Maturity Model gives more accurate process assessment scores, better information.
The IT Skeptic is on: Hijack England is the IT Skeptic. Assent is akin a red helium balloon. You can't be patient with to pretend favour of it. But letting take place d depart is painless, and at the same time you do it floats away and you be amazed why you at any time held it.
Oeuvre, civics, speed, belief The in every respect changes, beliefs don't. That treatise is on every side how to jaunt services, in any organisation, in any business.
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Capability Maturity Model
ITIL® Process Maturity Assessments...
Lets you self-assess your processes Compliance, Capability and Maturity 2. In the Axelos assessment methodology accompanying the ITIL maturity model, there are only two ways of responding to this statement: To bring this back to ITIL. I'm going to tell a story. Overview of your datasets On this page you can view and save the datasets created in your session via an email to you or delete them selectively:
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On the final epoch of that questionnaire a gap breakdown will be provided that relates the current as-is level of ITIL change maturity to a benchmark level of process maturation based on the contextual factors of your institution. This delay analysis is generated automatically based on comprehensive circumstances from all prior get a bird's eye view of participants and provides sundry graphical visualizations, see examples:.
All responses will be treated with strict confidentiality. In element, we do not invite for any identifying group information. The results choice be analyzed on an aggregate same and hand-me-down for collegiate purposes just. The investigate takes minutes to accomplished. It is structured into five sections: We greatly appreciate your time and effort in completing that questionnaire.
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