As we have discussed, we have three distinct
levels, with each level having a specific role and objectives, and
a different set of expectations for ITIL. To promote ITIL
successfully, you must focus the campaign on each of the three
levels with a different communication of expectations to each
level.
Figure 4 illustrates the different expectations for the Service
Desk at the three levels. As you can see from the figure, the
Strategic Level is most interested in the Service Desk keeping the
business functioning as efficiently as possible and providing the
organization with data concerning any customer problems or
complaints. The Tactical Level is more interested in information
regarding modifications and improvements to current systems. This
level also expects smooth and successful implementation of future
systems and technologies. The Operational Level sees the Service
Desk as providing front-line customer service through building
relationships and solving as many incidents as possible on the
first call.
In an ideal world, the people to convince would be the Experts
and possibly the Advisors, who will take the case to the Strategic
Level. If ITIL is accepted at the Strategic Level, then it will be
more successful. However, as seen by the expectation matrix, to
sell ITIL successfully as a business enabler requires a
well-rounded argument that is acceptable to and understood by all
Levels.
To reprise our earlier example of deciding to sell products on
the Web, the Strategic Level makes the decision to adopt ITIL, the
Tactical Level implements ITIL and the Operational Level uses ITIL
on a daily basis.
The Service Desk is the only function in the ITIL Service
Management portfolio. All other components of ITIL are concerned
with processes, with a different set of expectations for each
level.
Figure 5 shows some generic expectations that can be applied to
the ITIL Service Management processes.
By examining these expectations, you can gauge their relevancy
to your organization. Ideally, you should create your own
Expectations Chart starting with Figure 5 as a template, and
making appropriate modifications to reflect your organizational
situation. At a later stage, you may wish to add benefits and
savings that respond to statistical and financial criteria.
The Expectations matrix in Figure 5 provides a great deal of
flexibility to help you produce reports and presentations. You can
use the information in a column to prepare a case for a specific
level, and you can use the information in a row to prepare a case
for a specific process such as Change Management. Careful design
of reports and presentations enables you to quickly and
consistently create arguments that relate to a specific person or
department. |
