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Information Technology News Aussies gung-ho over ITILv3
Information Technology News Aussies gung-ho over ITILv3 | Aussies gung-ho over ITILv3 |
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| Written by Stephen Withers | |
| Friday, 16 November 2007 | |
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The most popular ITILv3 component is Service Strategy (8 percent have already implemented, 69 percent intend to implement within three years), followed by Service Design (5 percent and 56 percent), Continual Service Improvement (10 percent and 54 percent), Service Transition (6 percent and 51 percent), and Service Operation (8 percent and 51 percent). Rafi Katanasho, Compuware Australia's "resident ITIL Master" said there is already a very high adoption of ITIL and best practices among medium to large organisations in Australia, and those looking to adopt ITILv3 are interested in the notion of continuous service improvement. To improve something, you must first be able to measure its quality. Organisations are moving away from measures such as server or network uptime to service uptime, he said. The survey found that 79 percent of organisations still use technical performance measures, only 50 percent look at the impact on users and just over one-third measure the impact on the business. That may change, Katanasho suggests, with organisations increasingly looking to measure user experience and the extent to which business goals are being met as a result of IT service delivery. "For many organisation, measuring user impact is their first step towards a more sophisticated understanding of service delivery," said Craig Little, Vice President, Operations for Compuware Australia, New Zealand and Japan, Yet the identification of potential service improvement projects seems to be time consuming and inefficient, with 64 percent relying on manual analysis of service delivery data. Just one-fifth have an automated process, 9 percent use the Six Sigma methodology, and 2 percent apply some other method. That leaves another 21 percent with no formal method for identifying such projects. While Compuware surveyed medium to large organisations, "ITIL's not for the top 5000 [organisations], it's for everybody," observed Katanasho. It is about being mission-driven rather than process-driven, he said, and suggested that an important part of the process is to identify which aspects of "best practice" are most relevant to a particular organisation.
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