It’s no coincidence that best practice is moving towards a specialism approach. As IT has become more complex, more important and more nuanced, the ‘big hit’ approach has become unrealistic. James West explains the future of ITSM improvement.
It’s been obvious for many years that because of the unique nature of each organisation, and the almost limitless range of approaches and solutions which can comprise an eventual IT solution, that it’s impossible to create a single, definitive source of guidance. ITIL recognised this back in v3 when it began breaking up the original guidance into more specific advice and it’s almost a given that the next incarnation of ITIL will continue in this manner.
If you think about the best practice approaches that have gained popularity in recent years, they are all specialised. For example, DevOps and Agile are about improving how IT projects are conceived, developed and altered. Business Relationship Management has gained major backing because of its emphasis on the often neglected role of people and inter-dependencies between stakeholders in defining the success of IT. And Knowledge Centred Service (KCS) is a method of gathering, sorting and assessing the quality of knowledge within the organisation – critical for self-service and assisted support.
‘Niche’ approaches are popular because they promise to help forge improvement to pain points that all businesses have in a manageable and non-intimidating way.
Even VeriSM, which on the surface takes a high level view of IT service management, is focused on a very specific and important niche. VeriSM exists to help guide organisations achieve their technology goals by explaining how they pick through the myriad methods and technologies available.
These and other ‘niche’ approaches are popular because they promise to help forge improvement to pain points that all businesses have in a manageable and non-intimidating way. Yes, you need a strategy and a vision of what business technology should look like. But delivering the components that make the vision a reality can be challenging and daunting. This is why I believe that specialised best practice will drill down even further into the ‘nuts and bolts’ than we are currently seeing.
Distilling complex ITSM issues into a method and approach that is adaptable and manageable for the majority of businesses is not easy. But it is extremely valuable and the those training providers, consultants and methodology writers who manage to overcome the challenge will find themselves in very high demand.