To succeed in the task of designing, delivering and supporting the services that underpin their Customers’ business activities, organizations need to consider the three constituents of IT Service Management (ITSM) – people (including partners), processes and technology. The dependencies between these elements are complex and it is difficult for organizations to achieve the right balance. Organizational history, attitudes – within both the Customer and the IT line management chains – and views of professional competency all have a major part to play in determining what an organization believes its role to be and how it judges it can best accomplish the activities involved.
Strategic consultancies seek to highlight several important aspects of IT Service Management, to review in detail the approach of the client towards various specific elements in terms of their comparative maturity – set against the highest worldwide standards and expectations – and to suggest a range of actions that could usefully be taken by the client to improve its performance.
Understanding that only client staff can change the manner in which they view, and subsequently exercise, their individually and collective responsibilities, DIYmonde’s approach to ITSM Assessments has always been, unemotionally, to compare current practices against ‘best practice’ and propose improvements. In doing that, it is necessary to emphasize the value of work undertaken by an organization in the pursuit of quality improvements and remind clients that there is no criticism of past actions, only suggestions of where the organization had best invest its, almost certainly limited, future resources. DIYmonde’s consultants always start from the premise that most organizations are fundamentally the same and that there are no aspects of their management style or practices that cannot be considered for change, provided the justification is strong enough and the benefits properly understood and accepted. If an organization wants to improve radically then there can be nothing that cannot be challenged since, without serious challenge, little is likely to change or improve.
Operational consultancies will most usually be concerned with the design, development or operation of a single process and, most importantly, will always include a description of the scope of the process. Depending on the client need, these activities may range from facilitating design workshops to guiding the writing of procedures, ensuring all the while that representatives of every stakeholder are fully engaged in or aware of these actions. While DIYmonde’s recommendations for improvement will always be practical and achievable, exactly how an organization accomplishes its goals and objectives cannot be determined from outside but DIYmonde can bring its experience of how others have achieved similar successful transformations.