- Improve decision-making and stability.
- Measure progress toward the enterprise's long-term vision.
- Transition from IT to BT (business technology) and from a utility to a trusted business partner.
- Evaluate resources and budgets in the future objectively.
- Analyse the cost versus value of projects objectively.
- Deliver more value at less cost by tightening up the execution model.
- Reduce costs from redundancies in tools and their uncontrolled proliferation.
- What To Include In Your Service Management Automation Strategic Plan. The strategic plan is ideally based on upstream planning exercises and documents such as the enterprise strategic plan, the BT strategic plan, and your I&O strategic plan. The goals and subsequent actions defined in these upstream plans are the major inputs that define the mission of your SMA program and strategic plan.
- How To Build Your Service Management And Automation Strategic Plan. In the words of Lou Gerstner, "It doesn't matter what your strategy is, as long as you have one." The process of creating a strategic plan is often more important than the plan itself. This is based on the reality that enterprise plans, and consequently IT plans, are fluid and subject to changes. As many IT organisations fight constant changes and fires, it's difficult to find the time and energy to look at the future. And the fact that the day-to-day situation is overwhelming is a strong signal that a strategic plan is needed.
- How To Measure The Progress Of Your Service Management And Strategic Plan. As the saying goes, "If you can't measure it, you can't manage it." Leading I&O departments have started using Norton and Kaplan's Balanced Scorecard (BSC) method of measuring performance as a framework to select the right set of metrics and keep them organised to demonstrate business value, become more proactive, and align I&O priorities and incentives.
- Keeping Your SMA Strategic Plan Alive. The development of the strategic plan is not a grandiose innovation but a deep dive into how SMA can help the enterprise reach its growth objectives. Self-examination and a capability of analysing the root cause of issues as well as successes are critical. Moreover, the SMA strategic plan can't be drafted in a vacuum by SMA specialists. It needs inputs from multiple sources as well as a consensus on which issues should be addressed.
- Don’t rush blindly into improvement programs that can't be realistically implemented, are not aligned with the enterprise business evolution, or need a complete revamping every couple of years.
- Gain management commitment by "selling" the SMA strategic plan concept.
- Assemble a “committee” to work on the plan.
- Identify, with the help of the committee, the credible sources of information.
- Tailor the strategic planning process to your environment.
- Adjust as needed. A strategic plan must reflect reality.
- Playbook overview by Eveline Oehrlich: http://blogs.forrester.com/eveline_oehrlich/12-07-26-the_future_of_itsm_drops_the_it_and_replaces_it_with_automation
- Future Look based on the writing of Glenn O’Donnell: http://blogs.forrester.com/stephen_mann/12-08-13-prepare_your_people_for_the_future_of_it_service_delivery
- Business Impact by me: http://blogs.forrester.com/stephen_mann/12-06-21-it_service_management_and_automation_now_thats_a_double_whammy_of_business_enabling_goodness
Posted by Stephen Mann
Find your next job with computerworld UK jobs