ITservice management maturity assessment model
Content
November 5, 2010
Introducing The Forrester IT Service Management Maturity Assessment Model
by Eveline Oehrlich for Infrastructure & Operations Professionals
Making Leaders Successful Every Day
For Infrastructure & Operations Professionals
A Framework For Evaluating The I&O Organization’s IT Service Management Processes
by Eveline Oehrlich with Onica King, Jean-Pierre Garbani, Lindsey Kempton, and Rüdiger Krojnewski
Introducing The Forrester IT Service Management Maturity Assessment Model
November 5, 2010
Executi v e S u mma ry
Difficult economic conditions have put the strain on all companies to find ways of reducing cost while at the same time improving services and competitiveness. IT is playing a very strong role in assisting organizations in innovating new ways to generate revenue and improve return on investment (ROI). After a year of seeing deep cuts to infrastructure and operations (I&O) budgets, businesses are returning to a growth agenda. We see that many organizations are dedicating as much as half of their I&O budget to new initiatives and supporting capacity expansion for business growth. The challenge is that the I&O department’s ability to deliver quality services that empower its business customers is directly related to its overall organizational and process maturity. Forrester’s IT Service Management Maturity Assessment Model is designed to evaluate key operational and process activities and provide a snapshot of maturity as a baseline which then should be used to create improvement plans.
ta bl e of Contents
2 The ITSM Maturity Assessment Model An ITSM Maturity Assessment Model To Help You Identify Your Current State The ITSM Journey Requires Four Concrete Steps 4 ITSM Assessments Help You Achieve A BestPractice Implementation Get Started With 11 Process Attributes And Their Interdependencies Evaluate IT Infrastructure And Operations Within The Context Of Business Needs 6 Use The ITSM Maturity Model To Maximize The Value Of Your ITIL Initiatives Conduct A Self-Assessment By Scoring And Establishing Your Current Maturity
recommendations
N OT E S & R E S O URC E S
In developing this report, Forrester drew from a wealth of analyst experience, insight, and research through review of existing frameworks as well as advisory and inquiry discussions with end users and vendors across industry sectors.
Related Research Documents “The Evolving Infrastructure And Operations Organization” April 21, 2010
“Market Projections For 2010: IT Management Software” February 4, 2010 “Service Catalog — Your Prerequisite For Effective IT Service Management” October 28, 2009
12 Don’t Just Conduct An Exercise: Create An Actionable Road Map 13 Supplemental Material
© 2010, Forrester Research, Inc. All rights reserved. Unauthorized reproduction is strictly prohibited. Information is based on best available resources. Opinions reflect judgment at the time and are subject to change. Forrester®, Technographics®, Forrester Wave, RoleView, TechRadar, and Total Economic Impact are trademarks of Forrester Research, Inc. All other trademarks are the property of their respective companies. To purchase reprints of this document, please email [email protected]. For additional information, go to www.forrester.com.
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Introducing The Forrester IT Service Management Maturity Assessment Model
For Infrastructure & Operations Professionals
The itsm Maturity assessment Model Infrastructure and operations organizations are in a state of flux, either considering or actively moving to new organizational models.1 Why this change? With continued pressure to do more with less, I&O professionals are increasingly accountable for improving service-level performance. A recent Forrester survey identified IT process models as the most common model chosen for future I&O organizations (see Figure 1).2 Why? These IT process models, usually based on ITIL, can reduce costs, overcome traditional silos, and better align with how work is done, making it easier to ensure consistent and reliable service across multiple environments. However, moving too quickly with a highly complex installed base and people who think in terms of technology could potentially cause more problems than it solves. So how and when do you make the move to a more servicecentric department?
Figure 1 IT Shops Are Moving Toward Process-Based Models
“What new organizational structure did you adopt/are you in the process of adopting?” 38% 44%
IT processes
34%
Technologies
24% 17% 16% 6% 10% 6% 7% 6% 1% 2% 0%
33% 30%
Business areas
25%
Hybrid
2%
Other
Overall (N = 135) 5,000-19,999 employees (N = 44) 20,000+ employees (N = 50)
Don’t know
Base: IT professionals at enterprises and SMBs worldwide at rms that have recently completed or are currently going through a reorganization of their I&O department Source: Q4 2009 Global IT Infrastructure And Operations Organizational Structures Online Survey
57719 Source: Forrester Research, Inc.
November 5, 2010
© 2010, Forrester Research, Inc. Reproduction Prohibited
Introducing The Forrester IT Service Management Maturity Assessment Model
For Infrastructure & Operations Professionals
3
An ITSM Maturity Assessment Model To Help You Identify Your Current State Moving to a process-driven, service-centric department can be tough — and it’s going to be a journey. Forrester’s ITSM Maturity Assessment Model is a self-assessment tool designed to help you identify your current IT service management (ITSM) maturity level. This assessment also helps you identify your desired process maturity end state. Specifically, it helps I&O professionals:
· Isolate useful baselines. Understanding the current maturity level of the IT organization with
regard to its operational processes helps create a starting point for planning and implementing an ITSM initiative. Since the primary focus of ITSM is the application of best practices (founded in ITIL) to make IT a more effective, efficient, and competitive service provider, any company considering ITSM should assess its current state.
· Identify gaps and develop remediation plans. By using the same method across multiple
process areas, this assessment allows an organization to understand the overall maturity of processes in conjunction with each other. Because IT is a continuum of interdependent processes, an ITSM assessment will provide details on the maturity of each process. If you combine this with an understanding of process dependencies gaps, you can establish a plan to improve each process and the entire value chain.
· Prioritize and quantify investment validation. By understanding the current maturity level of · Prepare or audit compliance. If companies aim for meeting some internal or external
The ITSM Journey Requires Four Concrete Steps The Forrester ITSM Maturity Assessment Model evaluates where an organization is located on its ITSM journey. In addition to a clear understanding of the current state relative to best practices, I&O professionals can take these concrete and prioritized steps for improvement:
a particular process (or processes) it’s possible to determine the amount of investment needed to move the process to the desired maturity stage.
compliance criteria such as ISO 20000, assessments can help reveal the gaps or prove compliance.
· Find low-hanging fruit. Every VP of operations we have worked with has been able to find
simple, immediate activities that cut costs and improve operational efficiency. An assessment can identify simple process changes such as incident categories, incident routing, and incident closure that require little investment.
· Prioritize the next round of activities. Is it better to push defined processes to the next level of optimization, or should an organization focus on processes with a very low maturity level? A maturity assessment presents these tradeoffs in stark relief, which helps the IT group and decision-makers come to an educated decision going forward.
© 2010, Forrester Research, Inc. Reproduction Prohibited
November 5, 2010
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Introducing The Forrester IT Service Management Maturity Assessment Model
For Infrastructure & Operations Professionals
· Communicate the IT organizational progress, or lack thereof. A maturity assessment will identify those areas where IT has optimized, and conversely, those areas that need to emphasize action planning to address deficiencies. · Identify short-term and longer-term initiatives. While there is a myriad of process improvements that require minimal financial or time investment, other processes are much more involved — such as implementing end-to-end configuration management systems. IT can use the findings from the assessment to determine what opportunities haven’t been addressed and then plot the future for longer-term initiatives. ITSM Assessments help you achieve a best-practice implementation For organizations new to ITSM, an assessment provides an understanding of gaps and key issues. From there, you can address identified top priorities that speak to IT service effectiveness. An ITSM assessment is a necessary first step in achieving ITSM and best practice implementation because it determines current processes and service maturity. From there, you can determine a desired future state and develop a clear road map for implementation to reach the next maturity stage. For organizations already entrenched in ITSM, it’s important to remain flexible and continuously evaluate yourself, understanding your strengths and weaknesses. Regular assessments are quality management initiatives that provide the IT organization with facts and information that it can use to make decisions for improvement. Get Started With 11 Process Attributes And Their Interdependencies Forrester identifies 11 attributes that indicate process maturity (see Figure 2). Focusing on the descriptive rather than implementation-specific details makes these inputs collectable with limited effort. This approach provides a good indication of potential improvement areas and the order in which the associated activities should be executed. This is possible because the attributes build on each other incrementally, so you must proceed in sequential order. An example that illustrates these dependencies is the integration between incident management and change management. If both processes are implemented, it will help an organization identify incidents caused by changes and identify areas to support overall improvement to the change management process.
November 5, 2010
© 2010, Forrester Research, Inc. Reproduction Prohibited
Introducing The Forrester IT Service Management Maturity Assessment Model
For Infrastructure & Operations Professionals
5
Figure 2 Forrester’s Process Maturity Attributes
Description Process is de ned Is there a way of doing things that has been thought through beforehand? If so, is that true for all activities or only for those considered to be the most important ones? Or, is the worst case true: You ask three people about the process and they know three di erent process de nitions? Process is In theory, a process may be de ned but not documented, i.e., it is passed from colleague documented to colleague through the spoken word. More likely we would expect that a de ned process is documented in written format and that this is true for all activities. In some cases, the documentation may only be available for the most important activities. Process documents Sometimes, it is not only that a process is documented, it may be even documented are centralized multiple times. Even worse, those multiple de nitions may not be ordered, so it is unclear which one is authoritative. Ideally, there is a central instance of process documentation. Process training is How do people know about processes, changes to them, and what this all means to their formalized daily work? Do you have a formal maintenance process for your process, so that required training is provided to everybody who needs it, or do you have some schedule, for new hires, for instance, but no formal plans for process updates? Process owner is With your process de ned, documented, and properly administered, whom do you look de ned to if something goes wrong? Who receives the applause at the end of the year when everything went well? In other words, who is responsible, and even more important, does that person, and everyone else, know? Process goals are Are the goals to be achieved within the process named? Are they unambiguous? Are all de ned goals treated this way or only a few of them? Do you discuss undocumented goals at year-end or other scheduled performance reviews? Can goals and their achievements be quanti ed? Process is With the process goals de ned, the actual measurement should be a natural activity. measured Sometimes we do see measurements (and reporting) of metrics that have no matching goals. This does not necessarily indicate a wrong measurement, but may in fact indicate that your goals are not complete — or that you measure and report things that may not really be relevant. Process metrics Are all process metrics reported? Is the process quality (target and actual) transparent? are reported Process is If the process is not followed, will each occasion be treated as a violation? Will the reason mandatory be evaluated, and if necessary, the deviation from standard sanctioned? Where required, will changes to the process be made to complete it? Process is How many of the activities in the process have to be done manually, even though automated automation is possible in principle? This question is looking at e ective automation, i.e., if a tool is implemented but manual work is done on a regular basis to achieve results that should have been achieved by automation, consider the automation at best as incomplete. Process interfaces Most processes — if not all of them — interface with others. Some of these interfacing are automated activities are about data and information exchange. In an ideal world, all interfacing activities would be automatic, or at least automated, as manual intervention is the biggest source of surprise.
57719 Source: Forrester Research, Inc.
© 2010, Forrester Research, Inc. Reproduction Prohibited
November 5, 2010
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Introducing The Forrester IT Service Management Maturity Assessment Model
For Infrastructure & Operations Professionals
Evaluate IT Infrastructure And Operations Within The Context Of Business Needs To understand the context in which the I&O department operates — including the goals and strategies for both the business and IT — you need to: 1) integrate the feedback from the ITSM assessment; 2) identify potential skills gap; and 3) further develop a plan that addresses the specific and unique needs of the business. Forrester’s ITSM Maturity Assessment Model incorporates the ITIL v3 Process Maturity Framework (PMF) to facilitate an integrated business and IT view. It enables you to measure the maturity of your service management processes as a whole according to five distinct dimensions:
· Vision and steering: The overall direction as it relates to the role and position of the IT
infrastructure and operations department within the business; the objectives and goals of the IT infrastructure and operations department in relation to realizing that vision.
· Process: The procedures needed to achieve the goals and objectives. Processes are a standard set
of activities designed to accomplish a specific goal.
· People: The skills and abilities needed to perform the processes. · Technology (tools): The supporting IT management tools and infrastructure needed to enable
the processes to be carried out.
· Culture: The behavior and attitude required in relation to the role of IT infrastructure and
operations within the business. Use the ITSM Maturity model To maximize the value of your ITIl initiatives The main objective of this ITSM assessment is to assess and plan your maturity in the selected ITSM areas. The final score is an accurate assessment of your organization’s ITSM maturity and therefore a strong indicator of your organization’s ability to demonstrate value from ITIL-related initiatives. When conducting the assessment, remember to:
· Complete due diligence before you engage. It’s imperative that you understand and can
articulate the drivers, purpose, and goals of the assessment in order to bring key stakeholders and sponsors on board. This ITSM assessment focuses on 11 areas that are key process or functional areas. It’s essential to have the process or functional owners participate in the assessment.
November 5, 2010
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Introducing The Forrester IT Service Management Maturity Assessment Model
For Infrastructure & Operations Professionals
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· Set aside time and resources to do it thoroughly. Choose carefully when identifying a
stakeholder to complete the assessment. It must include those who understand the current process and can truthfully respond to the questions. Avoid stovepipes and silos as much as possible. The assessment should benefit the service consumer; therefore, all groups participating in the process should be assessed. Typical participants include the service desk manager, operations manager, change manager, and configuration manager. Many times the effort is led by an already existing ITSM manager.
Assessments take time and effort. Use the work and outcomes to support the organization’s management and business challenges. Conduct A Self-Assessment By Scoring And Establishing Your Current Maturity For the maturity model to work, it must measure each component in the same way. Forrester based its evaluation scale on a derivative of the IT Service Capability Maturity Model (CMM) and defines Initial, Repeatable, Defined, Managed, and Optimized maturity levels for both overall process and ITSM (see Figure 3).
© 2010, Forrester Research, Inc. Reproduction Prohibited
November 5, 2010
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Introducing The Forrester IT Service Management Maturity Assessment Model
For Infrastructure & Operations Professionals
Figure 3 Forrester Process And ITSM Maturity Level Definitions
3-1 Process maturity levels Level 1 Initial/ad hoc Level 2 Repeatable but intuitive Level 3 De ned process Level 4 Managed and measurable Level 5 Optimized
Vision • Minimal funds • No clear and and resources objectives or steering with little activity formal targets • Results • Funds and temporary, not resources retained available • Sporadic reports • Irregular, and reviews unplanned activities, reporting, and review
• Clear direction • Integrated • Document and agreed formal with business strategy objectives and goals, objectives, inextricably targets and formal linked with targets, overall business • Formally measured plans, goals, and published, progress objectives monitored, and • Continuous reviewed plans • Effective monitoring, • Well-funded and management reports actively measurement, appropriately used reporting, resourced alerting, and • Regular, planned • Integrated reviews linked to process plans reporting and a continual linked to reviews process of business and improvement IT plans • Regular reviews • Regular and/or audits for improvements e ectiveness, planned and efficiency, and reviewed compliance Procedures have been standardized and documented and communicated through training. It is mandated that these processes should be followed; however, it is unlikely that deviations will be detected. The procedures themselves are not sophisticated but are the formalization of existing practices. Management monitors and measures compliance with procedures and takes action where processes appear not to be working e ectively. Processes are under constant improvement and provide good practice. Automation and tools are used in a limited or fragmented way. Processes have been refined to a level of good practice, based on the results of continuous improvement and maturity modeling with other enterprises. IT is used in an integrated way to automate the workflow, providing tools to improve quality and effectiveness, making the enterprise quick to adapt.
Process
There is evidence that the enterprise has recognized that the issues exist and need to be addressed. There are, however, no standardized processes; instead, there are ad hoc approaches that tend to be applied on an individual or case-by-case basis. The overall approach to management is disorganized.
Processes have developed to the stage where similar procedures are followed by di erent people undertaking the same task. There is no formal training or communication of standard procedures, and responsibility is left to the individual. There is a high degree of reliance on the knowledge of individuals, and therefore, errors are likely.
57719
Source: Forrester Research, Inc.
November 5, 2010
© 2010, Forrester Research, Inc. Reproduction Prohibited
Introducing The Forrester IT Service Management Maturity Assessment Model
For Infrastructure & Operations Professionals
9
Figure 3 Forrester Process And ITSM Maturity Level Definitions (Cont.)
3-1 Process maturity levels Level 1 Initial/ad hoc • Loosely de ned roles and responsibilities Level 2 Repeatable but intuitive • Self-contained roles and responsibilities Level 3 Defined process • Clearly defined and agreed roles and responsibilities • Formal objectives and targets • Formalized process training plans • Continuous data collection with alarm and threshold monitoring • Consolidated data retained and used for formal planning, forecasting, and trending Level 4 Managed Level 5 and measurable Optimized • Inter- and • Business-aligned intra-process objectives and teamworking formal targets • Responsibilities actively clearly de ned in monitored as all IT job part of the descriptions everyday activity • Roles and responsibilities part of an overall corporate culture • Continuous • Well-documented monitoring, overall tool measurement, architecture with reporting, and complete threshold integration in all alerting to a areas of people, centralized process, and set of integrated technology toolsets, databases, and processes
People
Technology (tools)
• Manual • Many discrete processes or a tools but a lack few speci c, of control discrete tools • Data stored in (pockets/islands) separate locations
Culture
• Tools- and technologybased, and driven by a strong activity focus
• Product- and service-based and driven
• Service- and • Business-focused • A continual customerwith an improvement oriented understanding attitude, together with a formalized of business goals, with a strategic approach strategy, and business focus vision • An understanding of the value of IT to the business and its role within the business value chain
Source: Forrester Research, Inc.
57719
© 2010, Forrester Research, Inc. Reproduction Prohibited
November 5, 2010
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Introducing The Forrester IT Service Management Maturity Assessment Model
For Infrastructure & Operations Professionals
Figure 3 Forrester Process And ITSM Maturity Level Definitions (Cont.)
3-2 ITSM maturity levels Level 1 Initial/ad hoc Incident management (IM) The incidents are detected and recorded. Some follow-up work with customer is done. Individuals collaborate on their own on problem resolution and on cause analysis (RCA). No common process, unauthorized changes may occur. Level 2 Repeatable but intuitive Incidents are classi ed, with individuals collaborating for initial support. Level 3 De ned process Initial support processes that include investigation, resolution, recovery, and escalation are in place. Escalation procedures are de ned, underlying systems are diverse, and processes are uni ed across teams. Complete process is de ned, including categorization, prioritization, emergency procedures, and change authorization. However, process is bypassed. Processes and tools and procedures are there and documented, but enforcement and motivation use are low. Personal accountability is documented. Level 4 Managed and measurable Automation is in place for incident follow-up and integration with PM. Level 5 Optimized Proactive IM is done. RCA results are constantly assessed as input for continuous service improvements (CSI). Proactive PM is done. RCA results are constantly assessed as input for continuous service improvements (CSI). Peer reviews happen to ensure the use of best practices. Business and IT change management are aligned.
Problem management (PM)
“Tool-less,” reactive, but assigned work to resolve problems and do RCA
PM is integrated into IM, CM, RM, and AvM. Tools are well-deployed.
Change management (CM)
Most changes follow some informal process. CRs are not always complete.
The process is followed, impact assessments happen consistently, changes causing disruption are nearly extinct.
Con guration management (CfgM)
Separate inventories for HW and SW are maintained without an overall process.
Multiple tools and approaches are used in a nonintegrated fashion. Reliance is on individuals’ expertise.
Nearly all areas of IT are covered though CfgM, automation exists, and exception analysis is done. Proactive maintenance is a well-planned element of the AvM plan. Not following the processes is not tolerated.
Con gMgmt is a strong contributor to CM and RM; also achieved through a high level of automation and reliability of data Best practices for availability are regularly discussed and enhanced through peer group discussions and other external sources.
AvailaNo formal process No planned bility approach toward manageAvM ment (AvM)
57719
Source: Forrester Research, Inc.
November 5, 2010
© 2010, Forrester Research, Inc. Reproduction Prohibited
Introducing The Forrester IT Service Management Maturity Assessment Model
For Infrastructure & Operations Professionals
11
Figure 3 Forrester Process And ITSM Maturity Level Definitions (Cont.)
3-2 ITSM maturity levels Level 1 Initial/ad hoc Capacity No responsibility manage- de ned, process ment works informally (CapM) Level 2 Repeatable but intuitive Capacity is managed on individual system base, done though i.e., expert judgment Level 3 De ned process Capacity modeling happens and follows a de ned process. Prediction is not working 100%. Testing is done as a standard procedure. Level 4 Managed and measurable Prediction works well, and capacityrelated problems almost never occur. Automation is high. Discontinuity is a separate incident class, business requirements or continuity are constantly reevaluated and realigned. Procedures and security controls are tested and reviewed. Responsibility and accountability for investment selection and budgeting are assigned to a speci c individual. Budget variances are identi ed and resolved. Level 5 Optimized Full synchronization of capacity plans with business demand management BCM and ITSCM are strongly aligned processes. The supply chain and major vendors are included in the ITSCM plan. Procedures and security controls are fully integrated into a comprehensive program. Industry good practices are used to benchmark costs and identify approaches to increase the e ectiveness of investments. Analysis of technological developments is used in the investment selection and budgeting process.
IT service No formal process No planned contiapproach toward nuity ITSCM management (ITSCM) Security Control objectives Security controls manage- documented in a documented as ment security policy procedures (SecM) Financial management for IT (ITFM) IT investments are justi ed on an ad hoc basis. Reactive and operationally focused budgeting decisions occur. The need for a selection and budgeting process is communicated. Compliance is dependent on the initiative of individuals in the organization.
Procedures have been implemented.
Release management (RM)
Releases are created and deployed based on individual decisions.
There is no consistent approach across project teams on how to build, test, and deploy releases. Partial reporting, not businessdriven (i.e., content de ned by IT)
The IT budget is aligned with the strategic IT and business plans. The budgeting and IT investment selection processes are formalized, documented, and communicated. IT sta members have the expertise and skills necessary to develop the IT budget and recommend appropriate IT investments. A process is de ned and followed. Training is typically not centrally enforced.
Post implementation problems are tracked; typically, releases match user expectations.
System life-cycle management is integrated into RM, peer reviews are done. Continuous reevaluation (i.e., SLA will go down if criticality goes down)
Service No responsibility level de ned, process manage- works informally ment (SLM)
57719
Resp. de ned, SLA SLM incorporated dev. processes into new services exist, reviews hap- design pen, procedures to x are informal.
Source: Forrester Research, Inc.
© 2010, Forrester Research, Inc. Reproduction Prohibited
November 5, 2010
12
Introducing The Forrester IT Service Management Maturity Assessment Model
For Infrastructure & Operations Professionals
Re c ommen d ations
don’t just conduct an exercise: Create An Actionable Road map
With your process gaps highlighted and maturity level defined, Forrester recommends that you now dive deeper into the areas causing the most pain in quality, efficiency, and cost. The next step would be to create a road map that determines strategies and details on how to improve maturity in the weak areas. It might be necessary to add additional roles or shift some roles in the organization. And finally, you’ll need a plan for how to assemble the IT management tools that support and automate the processes, based on your maturity. The typical ITSM assessment steps are:
1. Assemble a project team. This team should have the appropriate skills necessary to complete a successful project engagement. It’s helpful to have a project lead and include owners of key process areas such as the service desk, change advisory board, operations manager, and possible service owners. 2. Conduct a project kickoff meeting. This kickoff meeting is between the Forrester consulting team and your project team. Here a project plan and timeline will be defined and developed. This plan will allow the documentation, planning, and tracking of activities and results of the engagement. 3. Gather the data and details. During this phase the project team will gather all necessary details about the current environment and the organization’s expectations for the future. The areas to focus on are the service delivery and service support side. Additionally, it’s helpful to gather business strategy, organizational details, and technology plans. 4. Assess the findings. The project team will leverage the ITSM assessment sheet to determine the maturity scores. These details will be the baseline for analysis by the Forrester consulting team. 5. Develop an analysis phase and deliver a road map. If you choose to continue the ITSM assessment project with Forrester, the consulting team will analyze the details with your team, with possible additional questions and conversations, and then deliver a prioritized list of tactical recommendations to improve or mature your IT service management initiative. Additionally, a solution model or road map that focuses on the organization and strategic organizational goals can be developed.
November 5, 2010
© 2010, Forrester Research, Inc. Reproduction Prohibited
Introducing The Forrester IT Service Management Maturity Assessment Model
For Infrastructure & Operations Professionals
13
Supplemental Material Methodology
The Q4 2009 Global IT Infrastructure And Operations Organizational Structures Online Survey was fielded to 163 infrastructure and operations professionals and IT executives worldwide from SMB and enterprise companies. Forrester fielded the survey online from October 2009 to November 2009. Respondent incentives included copies of all research written on the data from the survey. Exact sample sizes are provided in this report on a question-by-question basis and are not guaranteed to be representative of the population. Unless otherwise noted, statistical data is intended to be used for descriptive and not inferential purposes.
Endnotes
1
In the Q4 2009 Global Infrastructure And Operations Organizational Structures Online Survey, Forrester surveyed 163 IT professionals at enterprises and SMBs worldwide and found that 53% of surveyed organizations have undergone a reorganization of their infrastructure and operations (I&O) department in the past five years. On top of that, another 29% are in the process of reorganizing their I&O departments now. Why so much change? See the April 21, 2010, “The Evolving Infrastructure And Operations Organization” report. Source: Q4 2009 Global Infrastructure And Operations Organizational Structures Online Survey.
2
© 2010, Forrester Research, Inc. Reproduction Prohibited
November 5, 2010
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57719
Introducing The Forrester IT Service Management Maturity Assessment Model
by Eveline Oehrlich for Infrastructure & Operations Professionals
Making Leaders Successful Every Day
For Infrastructure & Operations Professionals
A Framework For Evaluating The I&O Organization’s IT Service Management Processes
by Eveline Oehrlich with Onica King, Jean-Pierre Garbani, Lindsey Kempton, and Rüdiger Krojnewski
Introducing The Forrester IT Service Management Maturity Assessment Model
November 5, 2010
Executi v e S u mma ry
Difficult economic conditions have put the strain on all companies to find ways of reducing cost while at the same time improving services and competitiveness. IT is playing a very strong role in assisting organizations in innovating new ways to generate revenue and improve return on investment (ROI). After a year of seeing deep cuts to infrastructure and operations (I&O) budgets, businesses are returning to a growth agenda. We see that many organizations are dedicating as much as half of their I&O budget to new initiatives and supporting capacity expansion for business growth. The challenge is that the I&O department’s ability to deliver quality services that empower its business customers is directly related to its overall organizational and process maturity. Forrester’s IT Service Management Maturity Assessment Model is designed to evaluate key operational and process activities and provide a snapshot of maturity as a baseline which then should be used to create improvement plans.
ta bl e of Contents
2 The ITSM Maturity Assessment Model An ITSM Maturity Assessment Model To Help You Identify Your Current State The ITSM Journey Requires Four Concrete Steps 4 ITSM Assessments Help You Achieve A BestPractice Implementation Get Started With 11 Process Attributes And Their Interdependencies Evaluate IT Infrastructure And Operations Within The Context Of Business Needs 6 Use The ITSM Maturity Model To Maximize The Value Of Your ITIL Initiatives Conduct A Self-Assessment By Scoring And Establishing Your Current Maturity
recommendations
N OT E S & R E S O URC E S
In developing this report, Forrester drew from a wealth of analyst experience, insight, and research through review of existing frameworks as well as advisory and inquiry discussions with end users and vendors across industry sectors.
Related Research Documents “The Evolving Infrastructure And Operations Organization” April 21, 2010
“Market Projections For 2010: IT Management Software” February 4, 2010 “Service Catalog — Your Prerequisite For Effective IT Service Management” October 28, 2009
12 Don’t Just Conduct An Exercise: Create An Actionable Road Map 13 Supplemental Material
© 2010, Forrester Research, Inc. All rights reserved. Unauthorized reproduction is strictly prohibited. Information is based on best available resources. Opinions reflect judgment at the time and are subject to change. Forrester®, Technographics®, Forrester Wave, RoleView, TechRadar, and Total Economic Impact are trademarks of Forrester Research, Inc. All other trademarks are the property of their respective companies. To purchase reprints of this document, please email [email protected]. For additional information, go to www.forrester.com.
2
Introducing The Forrester IT Service Management Maturity Assessment Model
For Infrastructure & Operations Professionals
The itsm Maturity assessment Model Infrastructure and operations organizations are in a state of flux, either considering or actively moving to new organizational models.1 Why this change? With continued pressure to do more with less, I&O professionals are increasingly accountable for improving service-level performance. A recent Forrester survey identified IT process models as the most common model chosen for future I&O organizations (see Figure 1).2 Why? These IT process models, usually based on ITIL, can reduce costs, overcome traditional silos, and better align with how work is done, making it easier to ensure consistent and reliable service across multiple environments. However, moving too quickly with a highly complex installed base and people who think in terms of technology could potentially cause more problems than it solves. So how and when do you make the move to a more servicecentric department?
Figure 1 IT Shops Are Moving Toward Process-Based Models
“What new organizational structure did you adopt/are you in the process of adopting?” 38% 44%
IT processes
34%
Technologies
24% 17% 16% 6% 10% 6% 7% 6% 1% 2% 0%
33% 30%
Business areas
25%
Hybrid
2%
Other
Overall (N = 135) 5,000-19,999 employees (N = 44) 20,000+ employees (N = 50)
Don’t know
Base: IT professionals at enterprises and SMBs worldwide at rms that have recently completed or are currently going through a reorganization of their I&O department Source: Q4 2009 Global IT Infrastructure And Operations Organizational Structures Online Survey
57719 Source: Forrester Research, Inc.
November 5, 2010
© 2010, Forrester Research, Inc. Reproduction Prohibited
Introducing The Forrester IT Service Management Maturity Assessment Model
For Infrastructure & Operations Professionals
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An ITSM Maturity Assessment Model To Help You Identify Your Current State Moving to a process-driven, service-centric department can be tough — and it’s going to be a journey. Forrester’s ITSM Maturity Assessment Model is a self-assessment tool designed to help you identify your current IT service management (ITSM) maturity level. This assessment also helps you identify your desired process maturity end state. Specifically, it helps I&O professionals:
· Isolate useful baselines. Understanding the current maturity level of the IT organization with
regard to its operational processes helps create a starting point for planning and implementing an ITSM initiative. Since the primary focus of ITSM is the application of best practices (founded in ITIL) to make IT a more effective, efficient, and competitive service provider, any company considering ITSM should assess its current state.
· Identify gaps and develop remediation plans. By using the same method across multiple
process areas, this assessment allows an organization to understand the overall maturity of processes in conjunction with each other. Because IT is a continuum of interdependent processes, an ITSM assessment will provide details on the maturity of each process. If you combine this with an understanding of process dependencies gaps, you can establish a plan to improve each process and the entire value chain.
· Prioritize and quantify investment validation. By understanding the current maturity level of · Prepare or audit compliance. If companies aim for meeting some internal or external
The ITSM Journey Requires Four Concrete Steps The Forrester ITSM Maturity Assessment Model evaluates where an organization is located on its ITSM journey. In addition to a clear understanding of the current state relative to best practices, I&O professionals can take these concrete and prioritized steps for improvement:
a particular process (or processes) it’s possible to determine the amount of investment needed to move the process to the desired maturity stage.
compliance criteria such as ISO 20000, assessments can help reveal the gaps or prove compliance.
· Find low-hanging fruit. Every VP of operations we have worked with has been able to find
simple, immediate activities that cut costs and improve operational efficiency. An assessment can identify simple process changes such as incident categories, incident routing, and incident closure that require little investment.
· Prioritize the next round of activities. Is it better to push defined processes to the next level of optimization, or should an organization focus on processes with a very low maturity level? A maturity assessment presents these tradeoffs in stark relief, which helps the IT group and decision-makers come to an educated decision going forward.
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· Communicate the IT organizational progress, or lack thereof. A maturity assessment will identify those areas where IT has optimized, and conversely, those areas that need to emphasize action planning to address deficiencies. · Identify short-term and longer-term initiatives. While there is a myriad of process improvements that require minimal financial or time investment, other processes are much more involved — such as implementing end-to-end configuration management systems. IT can use the findings from the assessment to determine what opportunities haven’t been addressed and then plot the future for longer-term initiatives. ITSM Assessments help you achieve a best-practice implementation For organizations new to ITSM, an assessment provides an understanding of gaps and key issues. From there, you can address identified top priorities that speak to IT service effectiveness. An ITSM assessment is a necessary first step in achieving ITSM and best practice implementation because it determines current processes and service maturity. From there, you can determine a desired future state and develop a clear road map for implementation to reach the next maturity stage. For organizations already entrenched in ITSM, it’s important to remain flexible and continuously evaluate yourself, understanding your strengths and weaknesses. Regular assessments are quality management initiatives that provide the IT organization with facts and information that it can use to make decisions for improvement. Get Started With 11 Process Attributes And Their Interdependencies Forrester identifies 11 attributes that indicate process maturity (see Figure 2). Focusing on the descriptive rather than implementation-specific details makes these inputs collectable with limited effort. This approach provides a good indication of potential improvement areas and the order in which the associated activities should be executed. This is possible because the attributes build on each other incrementally, so you must proceed in sequential order. An example that illustrates these dependencies is the integration between incident management and change management. If both processes are implemented, it will help an organization identify incidents caused by changes and identify areas to support overall improvement to the change management process.
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Figure 2 Forrester’s Process Maturity Attributes
Description Process is de ned Is there a way of doing things that has been thought through beforehand? If so, is that true for all activities or only for those considered to be the most important ones? Or, is the worst case true: You ask three people about the process and they know three di erent process de nitions? Process is In theory, a process may be de ned but not documented, i.e., it is passed from colleague documented to colleague through the spoken word. More likely we would expect that a de ned process is documented in written format and that this is true for all activities. In some cases, the documentation may only be available for the most important activities. Process documents Sometimes, it is not only that a process is documented, it may be even documented are centralized multiple times. Even worse, those multiple de nitions may not be ordered, so it is unclear which one is authoritative. Ideally, there is a central instance of process documentation. Process training is How do people know about processes, changes to them, and what this all means to their formalized daily work? Do you have a formal maintenance process for your process, so that required training is provided to everybody who needs it, or do you have some schedule, for new hires, for instance, but no formal plans for process updates? Process owner is With your process de ned, documented, and properly administered, whom do you look de ned to if something goes wrong? Who receives the applause at the end of the year when everything went well? In other words, who is responsible, and even more important, does that person, and everyone else, know? Process goals are Are the goals to be achieved within the process named? Are they unambiguous? Are all de ned goals treated this way or only a few of them? Do you discuss undocumented goals at year-end or other scheduled performance reviews? Can goals and their achievements be quanti ed? Process is With the process goals de ned, the actual measurement should be a natural activity. measured Sometimes we do see measurements (and reporting) of metrics that have no matching goals. This does not necessarily indicate a wrong measurement, but may in fact indicate that your goals are not complete — or that you measure and report things that may not really be relevant. Process metrics Are all process metrics reported? Is the process quality (target and actual) transparent? are reported Process is If the process is not followed, will each occasion be treated as a violation? Will the reason mandatory be evaluated, and if necessary, the deviation from standard sanctioned? Where required, will changes to the process be made to complete it? Process is How many of the activities in the process have to be done manually, even though automated automation is possible in principle? This question is looking at e ective automation, i.e., if a tool is implemented but manual work is done on a regular basis to achieve results that should have been achieved by automation, consider the automation at best as incomplete. Process interfaces Most processes — if not all of them — interface with others. Some of these interfacing are automated activities are about data and information exchange. In an ideal world, all interfacing activities would be automatic, or at least automated, as manual intervention is the biggest source of surprise.
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Evaluate IT Infrastructure And Operations Within The Context Of Business Needs To understand the context in which the I&O department operates — including the goals and strategies for both the business and IT — you need to: 1) integrate the feedback from the ITSM assessment; 2) identify potential skills gap; and 3) further develop a plan that addresses the specific and unique needs of the business. Forrester’s ITSM Maturity Assessment Model incorporates the ITIL v3 Process Maturity Framework (PMF) to facilitate an integrated business and IT view. It enables you to measure the maturity of your service management processes as a whole according to five distinct dimensions:
· Vision and steering: The overall direction as it relates to the role and position of the IT
infrastructure and operations department within the business; the objectives and goals of the IT infrastructure and operations department in relation to realizing that vision.
· Process: The procedures needed to achieve the goals and objectives. Processes are a standard set
of activities designed to accomplish a specific goal.
· People: The skills and abilities needed to perform the processes. · Technology (tools): The supporting IT management tools and infrastructure needed to enable
the processes to be carried out.
· Culture: The behavior and attitude required in relation to the role of IT infrastructure and
operations within the business. Use the ITSM Maturity model To maximize the value of your ITIl initiatives The main objective of this ITSM assessment is to assess and plan your maturity in the selected ITSM areas. The final score is an accurate assessment of your organization’s ITSM maturity and therefore a strong indicator of your organization’s ability to demonstrate value from ITIL-related initiatives. When conducting the assessment, remember to:
· Complete due diligence before you engage. It’s imperative that you understand and can
articulate the drivers, purpose, and goals of the assessment in order to bring key stakeholders and sponsors on board. This ITSM assessment focuses on 11 areas that are key process or functional areas. It’s essential to have the process or functional owners participate in the assessment.
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· Set aside time and resources to do it thoroughly. Choose carefully when identifying a
stakeholder to complete the assessment. It must include those who understand the current process and can truthfully respond to the questions. Avoid stovepipes and silos as much as possible. The assessment should benefit the service consumer; therefore, all groups participating in the process should be assessed. Typical participants include the service desk manager, operations manager, change manager, and configuration manager. Many times the effort is led by an already existing ITSM manager.
Assessments take time and effort. Use the work and outcomes to support the organization’s management and business challenges. Conduct A Self-Assessment By Scoring And Establishing Your Current Maturity For the maturity model to work, it must measure each component in the same way. Forrester based its evaluation scale on a derivative of the IT Service Capability Maturity Model (CMM) and defines Initial, Repeatable, Defined, Managed, and Optimized maturity levels for both overall process and ITSM (see Figure 3).
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Figure 3 Forrester Process And ITSM Maturity Level Definitions
3-1 Process maturity levels Level 1 Initial/ad hoc Level 2 Repeatable but intuitive Level 3 De ned process Level 4 Managed and measurable Level 5 Optimized
Vision • Minimal funds • No clear and and resources objectives or steering with little activity formal targets • Results • Funds and temporary, not resources retained available • Sporadic reports • Irregular, and reviews unplanned activities, reporting, and review
• Clear direction • Integrated • Document and agreed formal with business strategy objectives and goals, objectives, inextricably targets and formal linked with targets, overall business • Formally measured plans, goals, and published, progress objectives monitored, and • Continuous reviewed plans • Effective monitoring, • Well-funded and management reports actively measurement, appropriately used reporting, resourced alerting, and • Regular, planned • Integrated reviews linked to process plans reporting and a continual linked to reviews process of business and improvement IT plans • Regular reviews • Regular and/or audits for improvements e ectiveness, planned and efficiency, and reviewed compliance Procedures have been standardized and documented and communicated through training. It is mandated that these processes should be followed; however, it is unlikely that deviations will be detected. The procedures themselves are not sophisticated but are the formalization of existing practices. Management monitors and measures compliance with procedures and takes action where processes appear not to be working e ectively. Processes are under constant improvement and provide good practice. Automation and tools are used in a limited or fragmented way. Processes have been refined to a level of good practice, based on the results of continuous improvement and maturity modeling with other enterprises. IT is used in an integrated way to automate the workflow, providing tools to improve quality and effectiveness, making the enterprise quick to adapt.
Process
There is evidence that the enterprise has recognized that the issues exist and need to be addressed. There are, however, no standardized processes; instead, there are ad hoc approaches that tend to be applied on an individual or case-by-case basis. The overall approach to management is disorganized.
Processes have developed to the stage where similar procedures are followed by di erent people undertaking the same task. There is no formal training or communication of standard procedures, and responsibility is left to the individual. There is a high degree of reliance on the knowledge of individuals, and therefore, errors are likely.
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Figure 3 Forrester Process And ITSM Maturity Level Definitions (Cont.)
3-1 Process maturity levels Level 1 Initial/ad hoc • Loosely de ned roles and responsibilities Level 2 Repeatable but intuitive • Self-contained roles and responsibilities Level 3 Defined process • Clearly defined and agreed roles and responsibilities • Formal objectives and targets • Formalized process training plans • Continuous data collection with alarm and threshold monitoring • Consolidated data retained and used for formal planning, forecasting, and trending Level 4 Managed Level 5 and measurable Optimized • Inter- and • Business-aligned intra-process objectives and teamworking formal targets • Responsibilities actively clearly de ned in monitored as all IT job part of the descriptions everyday activity • Roles and responsibilities part of an overall corporate culture • Continuous • Well-documented monitoring, overall tool measurement, architecture with reporting, and complete threshold integration in all alerting to a areas of people, centralized process, and set of integrated technology toolsets, databases, and processes
People
Technology (tools)
• Manual • Many discrete processes or a tools but a lack few speci c, of control discrete tools • Data stored in (pockets/islands) separate locations
Culture
• Tools- and technologybased, and driven by a strong activity focus
• Product- and service-based and driven
• Service- and • Business-focused • A continual customerwith an improvement oriented understanding attitude, together with a formalized of business goals, with a strategic approach strategy, and business focus vision • An understanding of the value of IT to the business and its role within the business value chain
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Figure 3 Forrester Process And ITSM Maturity Level Definitions (Cont.)
3-2 ITSM maturity levels Level 1 Initial/ad hoc Incident management (IM) The incidents are detected and recorded. Some follow-up work with customer is done. Individuals collaborate on their own on problem resolution and on cause analysis (RCA). No common process, unauthorized changes may occur. Level 2 Repeatable but intuitive Incidents are classi ed, with individuals collaborating for initial support. Level 3 De ned process Initial support processes that include investigation, resolution, recovery, and escalation are in place. Escalation procedures are de ned, underlying systems are diverse, and processes are uni ed across teams. Complete process is de ned, including categorization, prioritization, emergency procedures, and change authorization. However, process is bypassed. Processes and tools and procedures are there and documented, but enforcement and motivation use are low. Personal accountability is documented. Level 4 Managed and measurable Automation is in place for incident follow-up and integration with PM. Level 5 Optimized Proactive IM is done. RCA results are constantly assessed as input for continuous service improvements (CSI). Proactive PM is done. RCA results are constantly assessed as input for continuous service improvements (CSI). Peer reviews happen to ensure the use of best practices. Business and IT change management are aligned.
Problem management (PM)
“Tool-less,” reactive, but assigned work to resolve problems and do RCA
PM is integrated into IM, CM, RM, and AvM. Tools are well-deployed.
Change management (CM)
Most changes follow some informal process. CRs are not always complete.
The process is followed, impact assessments happen consistently, changes causing disruption are nearly extinct.
Con guration management (CfgM)
Separate inventories for HW and SW are maintained without an overall process.
Multiple tools and approaches are used in a nonintegrated fashion. Reliance is on individuals’ expertise.
Nearly all areas of IT are covered though CfgM, automation exists, and exception analysis is done. Proactive maintenance is a well-planned element of the AvM plan. Not following the processes is not tolerated.
Con gMgmt is a strong contributor to CM and RM; also achieved through a high level of automation and reliability of data Best practices for availability are regularly discussed and enhanced through peer group discussions and other external sources.
AvailaNo formal process No planned bility approach toward manageAvM ment (AvM)
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Figure 3 Forrester Process And ITSM Maturity Level Definitions (Cont.)
3-2 ITSM maturity levels Level 1 Initial/ad hoc Capacity No responsibility manage- de ned, process ment works informally (CapM) Level 2 Repeatable but intuitive Capacity is managed on individual system base, done though i.e., expert judgment Level 3 De ned process Capacity modeling happens and follows a de ned process. Prediction is not working 100%. Testing is done as a standard procedure. Level 4 Managed and measurable Prediction works well, and capacityrelated problems almost never occur. Automation is high. Discontinuity is a separate incident class, business requirements or continuity are constantly reevaluated and realigned. Procedures and security controls are tested and reviewed. Responsibility and accountability for investment selection and budgeting are assigned to a speci c individual. Budget variances are identi ed and resolved. Level 5 Optimized Full synchronization of capacity plans with business demand management BCM and ITSCM are strongly aligned processes. The supply chain and major vendors are included in the ITSCM plan. Procedures and security controls are fully integrated into a comprehensive program. Industry good practices are used to benchmark costs and identify approaches to increase the e ectiveness of investments. Analysis of technological developments is used in the investment selection and budgeting process.
IT service No formal process No planned contiapproach toward nuity ITSCM management (ITSCM) Security Control objectives Security controls manage- documented in a documented as ment security policy procedures (SecM) Financial management for IT (ITFM) IT investments are justi ed on an ad hoc basis. Reactive and operationally focused budgeting decisions occur. The need for a selection and budgeting process is communicated. Compliance is dependent on the initiative of individuals in the organization.
Procedures have been implemented.
Release management (RM)
Releases are created and deployed based on individual decisions.
There is no consistent approach across project teams on how to build, test, and deploy releases. Partial reporting, not businessdriven (i.e., content de ned by IT)
The IT budget is aligned with the strategic IT and business plans. The budgeting and IT investment selection processes are formalized, documented, and communicated. IT sta members have the expertise and skills necessary to develop the IT budget and recommend appropriate IT investments. A process is de ned and followed. Training is typically not centrally enforced.
Post implementation problems are tracked; typically, releases match user expectations.
System life-cycle management is integrated into RM, peer reviews are done. Continuous reevaluation (i.e., SLA will go down if criticality goes down)
Service No responsibility level de ned, process manage- works informally ment (SLM)
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Resp. de ned, SLA SLM incorporated dev. processes into new services exist, reviews hap- design pen, procedures to x are informal.
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Re c ommen d ations
don’t just conduct an exercise: Create An Actionable Road map
With your process gaps highlighted and maturity level defined, Forrester recommends that you now dive deeper into the areas causing the most pain in quality, efficiency, and cost. The next step would be to create a road map that determines strategies and details on how to improve maturity in the weak areas. It might be necessary to add additional roles or shift some roles in the organization. And finally, you’ll need a plan for how to assemble the IT management tools that support and automate the processes, based on your maturity. The typical ITSM assessment steps are:
1. Assemble a project team. This team should have the appropriate skills necessary to complete a successful project engagement. It’s helpful to have a project lead and include owners of key process areas such as the service desk, change advisory board, operations manager, and possible service owners. 2. Conduct a project kickoff meeting. This kickoff meeting is between the Forrester consulting team and your project team. Here a project plan and timeline will be defined and developed. This plan will allow the documentation, planning, and tracking of activities and results of the engagement. 3. Gather the data and details. During this phase the project team will gather all necessary details about the current environment and the organization’s expectations for the future. The areas to focus on are the service delivery and service support side. Additionally, it’s helpful to gather business strategy, organizational details, and technology plans. 4. Assess the findings. The project team will leverage the ITSM assessment sheet to determine the maturity scores. These details will be the baseline for analysis by the Forrester consulting team. 5. Develop an analysis phase and deliver a road map. If you choose to continue the ITSM assessment project with Forrester, the consulting team will analyze the details with your team, with possible additional questions and conversations, and then deliver a prioritized list of tactical recommendations to improve or mature your IT service management initiative. Additionally, a solution model or road map that focuses on the organization and strategic organizational goals can be developed.
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Supplemental Material Methodology
The Q4 2009 Global IT Infrastructure And Operations Organizational Structures Online Survey was fielded to 163 infrastructure and operations professionals and IT executives worldwide from SMB and enterprise companies. Forrester fielded the survey online from October 2009 to November 2009. Respondent incentives included copies of all research written on the data from the survey. Exact sample sizes are provided in this report on a question-by-question basis and are not guaranteed to be representative of the population. Unless otherwise noted, statistical data is intended to be used for descriptive and not inferential purposes.
Endnotes
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In the Q4 2009 Global Infrastructure And Operations Organizational Structures Online Survey, Forrester surveyed 163 IT professionals at enterprises and SMBs worldwide and found that 53% of surveyed organizations have undergone a reorganization of their infrastructure and operations (I&O) department in the past five years. On top of that, another 29% are in the process of reorganizing their I&O departments now. Why so much change? See the April 21, 2010, “The Evolving Infrastructure And Operations Organization” report. Source: Q4 2009 Global Infrastructure And Operations Organizational Structures Online Survey.
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