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When large companies looking for solutions to get the most from their outsourcing suppliers, many of them in order to improve their IT efficiency towards running frameworkům such as ITIL (Information Technology Infrastructure Library).
Although ITIL is generally accepted as the standard for best practice IT service management, its current version does to achieve the desired end state is sufficiently intelligible plan. For businesses that use outsourcing adoption of ITIL is challenging, since the harmonization of service providers and contracts is complex and requires a lot of time. ITIL maturity model based on the professional competence (competency-based ITIL maturity model) can successfully reduce the risk of traditional approaches, which often require subsequent full re- consulting contract with outsourcing suppliers.
Specifically, it can be used as a template for evaluation, monitoring and process control organization due to the ITIL best methods, can serve as a guide in planning the organization’s objectives to achieve full maturity and ITIL allows organizations to retain responsibility for compliance with partners and ITIL provided for performance. Maturity model described here, lies in a multidimensional perspective and provides a more complete view of the maturity of the organization and the likely complexity of the changes required by adoption of ITIL.
For companies with outsourcing contracts for IT services process this approach reduces uncertainty and enhances a common understanding of the process. In addition, fits well with the philosophy of management of organizational changes that support the adoption and deployment. Organizations must understand their level of maturity in five dimensions. Companies are also eventually align with one of the five phases identified in this model, but the evaluation of the level of maturity is a subjective process. Deployment through small meetings is usually successful if the recourse worker with extensive experience in ITIL and the participation of managers and management operations of the organization and the outsourcing vendor.
Five levels of maturity is defined as follows:
* Ad hoc: There is no formal definition of the functions and activities are often performed inconsistently and event-driven style of an ad hoc basis.
* Awareness: The function or functions of consciousness need exists. Definition and scope, however, differ and are often designed organizational structure or position.
* Control: The organization recognizes and understands the need for benefits, implement and control the functions and activities of formal and consistent manner.
* Refining: The organization proactively manages the function of improving and implementing quantifiable metrics implementation functions .
* Optimization: The organization proactively redefines the functions, activities and processes, and ultimately optimize performance based on changing business needs.
Model maturity in the event we present an illustration of how the IT manager could use the service maturity model for incident management: first Understanding the Concept: Based on your understanding of the concept definition and repeated organizations determine where they found themselves in terms of its similarity to the current overall condition. A common mistake is to replace the maturity level of an organization with an internal manual of policies and procedures or with the expectations of senior management.
Organizations must address the following key aspects in order to measure and track their maturity:
• Degree of standardization of processes across the organization.
• Completeness and clarity of roles and responsibilities in each process.
• Completeness of knowledge management processes and the degree of organizational acceptance.
• Completeness of that the interface processes, data dependence and exchange of information with suppliers are understood throughout the organization.
Key activities, which should be measured and monitored due to the maturity of the organization:
• Clarity, completeness and standardization of identification of the incident. • Consistency and standardization of methodology, the accuracy of logging incidents.
• Consistency and accuracy of the classification of incidents.
• Consistency and accuracy prioritize incidents .
• Completeness and standardization of escalating and solving processes.
• Consistency and accuracy of the closure of incidents.
Performance dimension requires clear and well defined set of measurement including metrics, critical success factors and procedures to reduce risk. Understanding the process as SLA contract suppliers affect the process, key handover between suppliers and your company, and finally management as a comprehensive process for understanding and performance management essential.Companies that fully utilize performance management, use so-called scoring cards or other objective metrics order to measure performance regularly and be negotiated. 5th Management: As an organization undergoing changes in the maturity model, and will be expected to increase management requirements to improve consistency between process performance and corporate needs. At the same time there will be getting active support from the managers of the organization and definition of the value of ITIL.
Using these criteria, the IT manager of a particular service can put the function in one of five maturity levels defined for each measurement.Note that this function can often be at the borderline of two levels of maturity. Manager of IT services can then evaluate the average maturity of functions within each dimension (ie, understanding the concepts, activities, process, power and control) and then determine the overall average maturity of functions.
The migration process maturity model is designed using the reference point of the final state according to ITIL, the which organizations proactively optimizes performance functions. Relies on the stage of maturity based on the capability with which organizations must go through to the final state reached. This phase migration methodology provides value to organizations in four main areas: Specific, well-defined objectives: maturity model based on the capability to define function at the physical level of short, medium and long term goals.Allows managers to transform the model of ITIL best practices at a high level to set them reach success.Transformation Plan: Understanding the function of the current level of maturity and the detailed steps required to reach a higher level enables an organization to define a realistic timetable for migration.
Also avoid underestimation of effort that may require the successful deployment of ITIL. Compliance with the interested parties: The process of evaluating the function of maturity will often require input from multiple stakeholders, including executives and staff of the IT services. It allows an organization to harmonize the current eligibility functions and future plans. Support Contractor: For organizations with outsourcing vendors providing IT services, of course, will change the relationship of insecurity. Identification of the final status of migratory path ITIL and allow suppliers to participate in the changes in organization and in many cases speed up the transition by introducing appropriate supporting activities.
Many suppliers of improvement based on ITIL welcomes. The complexity of implementing ITIL environment corresponding increases when IT suppliers and partners, organizations must also undergo a transformation. Because the contract outside the company often little control over their suppliers, managers must be creative influence their behavior. Beneficially interacts maturity model change or migration path, and provides external service providers to voluntarily allow this change and support. Most of them do so without requiring changes to the contract. In addition to tangible goals, a realistic plan and a common understanding throughout the IT organization, helps transform IT functions depending on the model of maturity based on the capability to establish fundamental characteristics of successful and sustainable model of relationship with the supplier.
These areas for transformation include: * Control Activities: The transition to a higher level of maturity requires mechanisms for monitoring compliance and performance to be mastered agreed outcomes, rates, improved overall performance and eliminated all the interventions that would not be consistent with resolve. * Control Structure: The model requires maturity formalization of roles and responsibilities within the IT function, such that responsibility for decisions are clearly expressed and confined to the formal management structure, the goals are aligned with overall company goals and roles are clearly communicated. * Process: Parties must work together to evaluate current processes and identify , where each party complies with the outsourced environment compatible with ITIL.
Documentation retained and outsourced processes – and the definition of process owners, triggers, dependencies and outputs of processes – ensure consistent application and improves compatibility with these processes. * Continuous improvement: It is a necessary mechanism to facilitate proactive identification of key trends, opportunities for continued research development and implementation of best practices for managing IT services. Including suppliers in this process allows you to use your partner’s experience with ITIL, allows the sharing of skills outside the current range of vendor services and offers a forum for identifying, agreeing and documenting any changes to the original scope of services, performance or price of outsourced processes.
Finally, when the organization harmonize its function IT service management with ITIL best practices, must decide which approach will produce predictable positive results and also how to optimally integrate suppliers. maturity model based on the capability of providing a platform for finding support and transformation plan. It not only helps manage transformation projects with a high level of realistic objectives, but also provides an environment for the creation of a robust relationship with suppliers.