| After identifying and cataloguing expectations,
you need to compare them with the deliverables from the ITIL
processes. You can convert some expectations into proven savings,
while others will remain as expectations. The challenge is to
identify which are expectations attributed to a successful
implementation of ITIL, and which are quantified as deliverables;
that is, they will deliver positive gains such as financial
savings or performance improvements. You can best make this
distinction by following the simple repetitive process illustrated
in Figure 6.
Following is an explanation of each of the flow components:
Expectations matrix. This is the matrix of expectations that
you collated from interviews and other sources. At this stage, it
is a list of items that have not been analyzed.
Is it an ITIL deliverable? Decide whether the item is an ITIL
deliverable or not. A deliverable is defined as a tangible return,
such as a cost saving, that can be calculated or allocated to the
item. If it is a deliverable, then the next step is to "Calculate
the deliverable" to determine the benefits. If it is not a
deliverable, the next step is "Is it an ITIL expectation?" in
which you decide whether the item is an expectation or not.
Calculate the deliverable? If you decide that the item is a
deliverable, then you must calculate the value of the deliverable,
or, depending upon the information that is available, estimate it.
One problem that may occur when calculating deliverables is poor
data regarding current processes. In this case, it is necessary to
create estimates or to put in place data-capturing methodologies
to obtain the required data. Once calculated, pass this
information onto the next step, "Prepare the case." If you cannot
calculate a value, go to the "Is it an ITIL expectation?" step for
further analysis.
Is it an ITIL expectation? In this component, you determine
whether or not an item is an expectation. The item is an
expectation when you cannot allocate a specific value to a saving
or a deliverable, but there is an expectation that a situation can
be improved. If you determine that the item is an expectation,
then go to the step "Quantify the expectation." If it is not an
expectation, then proceed to the step "Remove from Matrix."
Quantify the expectation? An expectation is something that can
be improved, but its improvement cannot be precisely quantified.
For example, an expectation can be "increased job satisfaction,"
which is an overall expectation of ITIL that cannot be calculated
precisely. An employee survey can be conducted, but the survey is
a subjective rather than an objective measurement. However, even
though there may not be sufficient hard data to prove a
deliverable, there is often data or assumptions available that you
can use to quantify an expectation. In summary, you should analyze
each expectation to determine which can be quantified. Those that
can be quantified are moved to the "Prepare the case" step, and
those that cannot are passed to the "Remove from catalog" step.
Prepare the case. In this stage, you collate and structure the
calculated deliverables and quantified expectations so that you
can prepare a case. This step will be discussed in more detail
later in this paper.
Remove from the Matrix. The expectations and deliverables that
cannot be quantified or calculated should be either removed from
the Matrix or shelved for later use. When implementing ITIL, new
information may become available that will enable quantification
or calculation. For justification purposes, however, you should
bypass these items. A common error is to spend too much time
trying to prove the impossible. It is better to concentrate on the
achievable.
Repeat the flow for each expectation, looking at each
expectation on its own merits. |
