I have been working in the IT field for over twenty years and am increasingly frustrated by the blinkered mantra of following ITIL, Prince2 etc. at the expense of Common Sense. I am often confronted by so-called trained experts in Project Management or Business Analysis who have seemingly forgotten the existence of users and all the variability that brings. The world of IT still seems to live by their own code of Hyper Importance but sadly that world has moved on.”
I very much empathize with this individual’s frustration. As one who has spent much of his career trying to help IT organizations improve their performance, I too have been frustrated when I see good frameworks and methodologies become “a substitute for thinking” rather than being an “aid to thinking.”
5 Years to Implement ITIL®?
I’ve recently spoken with a couple of organizations that have been trying to deploy Business Relationship Management (BRM) but are having a hard time doing so because the most basic Service Management capabilities are not in place. When I asked them what they were doing to strengthen their Service Management capabilities, I was told:
We’ve been implementing ITIL for about 5 years and are still waiting to see any positive result!”
By the way, I could have replaced ITIL® with TOGAF®, COBIT, SFIAPlus, or just about any other IT framework. Let me be clear–there is nothing inherently wrong with these frameworks. The failure here is that organizations implementing these frameworks have somehow lost sight of the end goal, and the need to move there with speed, determination and a razor sharp focus on the end outcomes. The end game is not to be a “textbook” ITIL deployment–the end game is to improve Service Management. By definition, this has to be approached from your own context of needs, history, culture, resources, urgency, and so on.
Solving Your Issues Through Other Organizations Actions
I get frustrated with the same issues as my LinkedIn commenter. I also get frustrated with a different type of dysfunctionality that I would classify as “Trying to solve my problem with another organization’s solution.” This is a common trap, and one of the reasons that “best practice benchmarking” has fallen into disrepute over the last few years. The typical question I get that falls into this category goes something like:
How are other people measuring the value of Business Relationship Management?”
I’m not saying there is no value in this type of question, but in reality, other than having a sneak peak at some other company’s metrics, there is little to learn. I guess an analogy that comes to mind is that I have a pain in my left leg and go around asking people how did they treat their left leg pain? I might surface some interesting data, but it would be a miracle if I surfaced and acted upon a treatment that actually addressed the cause of my left leg pain!
Figuring out how to measure value is a crucial activity, and in reality one that is totally context-dependent. Imagine the relationship-building value of going through a process of:
- Engaging your business partner(s).
- Finding out what their issues and challenges are.
- Identifying how they would determine the value you bring to the table.
- Determining how you can measure that value–what would be the leading indicators?
- Tracking results and engaging with your business partner around discussions of value delivered against needs and expectations.
You will learn so much more, and strengthen your business relationship by following a path such as outlined above than by knowing that Company X uses 6 ways of measuring value.