IT Service Management

Modern companies are digitalized, and IT systems and infrastructure are prerequisites for business success. Without IT - no business.

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IT service management

MetierWestergaard are specialists in IT service management and provide a range of consulting services in the area.

MetierWestergaard specializes in IT Service Management, and our top-certified senior consultants help develop and improve our customers' ability to deliver high-quality IT Services.

We help organizations develop IT value streams, work processes and ITSM systems. Our advice is based on best practice and on our many years of experience from Danish and international IT departments.

Our consultants' certification and experience cover the most important and established standards and best practices such as ITIL®, PRINCE2®, DevOps, SIAM ™, SAFe®, Scrum and PRINCE2®.

We are involved in customer projects at many levels - as project managers, consultants, coaches or as real process and organizational development competencies.

We have collected ideas, methods and best practice for how to succeed with your IT Service Management project in our book ‘ITIL I PRAKSIS - SÅDAN’. (please note, the book is only available in Danish). It contains concrete methods to getting ITI’L’s processes implemented in your IT organization.

In the book, we ask a number of questions:.

  • How do you translate ITIL's many good recommendations into new practice in your organization?
  • Why do so many IT Service Management projects fail, and what is the secret to success?
  • How do you get well from start to finish when the goal is to implement new and better practices?
  • How do you ensure that the new practice is anchored so that it becomes an integral part of everyday life?

With the book as a basis and with our consultants as advisors, we create a solid foundation for better IT Service Management.

IT Service Management improvements

Modern companies are digitalized, and IT systems and infrastructure are prerequisites for business success.

MetierWestergaard does not build IT systems or infrastructure, but we know how to get the most out of the IT you have:

  • How to develop and manage your IT organization and governance processes
  • How to create value streams and processes
  • How to digitize and automate value streams and processes

An IT Service Management project creates changes that need to be managed. This in addition to the value streams and processes that must be in place as well as the underlying digitization must be set up in the right order.

Back in 2005, we created MetierWestergaard's Implementation Model - a model that embraces both introduction, development, implementation and follow-up of an IT Service Management project.

Strategisk Planlaegning (1)

Strategic planning

An IT Service team integrates development and operational functions, and it is very much about being able to absorb operational and support tasks in the team.

It is essential to start right. Before embarking on your IT Service Management project, vision and goals, including how the goals are achieved, must be mapped.

MetierWestergaard Vision & Scope workshop is an efficient and fast tool for strategic planning. Workshops are managed and facilitated by a consultant from MetierWestergaard, who together with the customer's representatives - often the management team - maps, prioritises and plans potential for improvement. Vision & Scope provides an overview, which forms the basis for the customer's qualified decisions.

ITIL® 4 describes it very precisely during the Continual Improvement practice.

 


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DevOps Fundamentals kursus hos MetierWestergaard (1)

Organization, partners and suppliers

An IT organization needs to be in balance to function, and there are many balances that need to be found.

In terms of competence, the organization must be able to uncover business systems, platform / infrastructure and end points, and the balance between having the competencies themselves or buying them from a third party must be found. Multisourcing is becoming more widespread, and how do you manage a growing population of partners and suppliers?

Another balance lies in the division of labor between the first and second line functions. How much should be able to be handled in the front, close to the customer, and what should be sent back to the specialists? And is it competence or knowledge that is brought to the fore, if any?

If you develop your own business systems, it is important to decide how to organize the development work. Functional or agile teams? Agile, SCRUM and DevOps are opportunities, and how do you achieve balanced, autonomous teams?

In a time with a focus on value creation and a clear recognition that the IT organization is a service organization, not a factory, service management and service excellence competencies come into focus. How deep and how broad in the organization must investment be made in these competencies to match customer expectations?

MetierWestergaard's consultants have worked and worked in many IT organizations, and they are experienced and versatile. Based on the practice that is in the organization, and with a clear vision of the future, they can in a dialogue with the organization's management build a dynamic, flexible and future-proof organization.

MW 2 01 Alt

IT Service Management tool selection

The ITSM tool is absolutely central. This is where the overall overview of the IT Service deliveries appears and this is where the processes are supported. When choosing the ITSM tool of the future, it is important to be clear about what the system will be used for.

There are many examples of companies that think: we must have control of the processes and therefore we must have an ITSM tool. But the tool does not do it without the processing being in place. Therefore, it is very important that vision and goals, including which business processes are to be supported, are uncovered, as this will govern which tools are interesting.

Choosing a new ITSM tool is a project that should be prioritized and managed sharply. MetierWestergaard can contribute to such a project with project management and consulting, including management, planning, process development and implementation.

A managed project for the selection of a new ITSM tool will include five main phases:

  • Uncover vision, goals and scope
  • Collect requirements and prepare RFI / RFP
  • Tender process, including contract
  • Development and implementation, both technology and organization
  • Anchoring and follow-up
Processor (1)
Example of process coherence in the operational world

Processes and value streams

We have methods and tools for mapping and optimizing any value stream and workflow, and we have concepts that can digitize and automate the processes.

Our approach will typically be, in close collaboration with the customer, to map the goals for future processes. With this in mind, the current processes (if they exist) are reviewed and action plans are established for the work of producing the new value streams and processes.

We have standardized many processes in our process library, MetierWestergaard Process Library. Read more about this here [link].

We call them process packages. With a process package you get a turnkey process; an experience-based process that can work with few tweaks.

Many customers start with a process package, and with a minimum of customization, they quickly get started with process-driven IT.

A strong process includes:

  • Process policy
  • Process flow, procedure and work instructions
  • Role and responsibility descriptions for the process actors
  • Process-specific templates
  • Description of relevant KPIs for measuring the efficiency and quality of the process
Ppt Framework Diagram

Process health check

A process health check is a method for mapping the quality of IT service management process practices. Strengths and weaknesses are identified and mapped against best practice.

A health check can be completed with a few days of data collection followed by analysis and preparation of a report with recommendations. It typically concludes with a presentation in which MetierWestergaard's consultants present and discuss the results of the analysis with management and any selected employees.

The method is adapted to the individual customer, and it consists of:

  • Collection and review of documents, which are the basis for covering process maturity
  • Interviews with relevant stakeholders, to uncover maturity, process use and possibly process compliance
  • Report summarizing observations, recommendations and potential for improvement

Recommendations and potential for improvement

The recommendations can focus on improvements as well as maintaining current practice, and they are presented so that the primary focus is clear:

  • Organization and people - e.g. relating to. organization, roles and responsibilities, competence development, etc.
  • Value streams and processes - e.g. relating to. process improvements
  • Partners and suppliers - e.g. relating to. optimization of partner and supplier management
  • Information and technology - e.g. regarding the selection and use of ITSM tools

 


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