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© 2011 by Taylor & Francis Group, LLC
15
ServIce deLIvery
Section Summary
IM/IT is important for service delivery. e objective of IM/IT is
to ensure that the right information is available to the right person
at the right time to get the job done in the most ecient and cost
eective manner.
Service delivery is about outcomes. Outcomes are often confused
with operational information. e uptime of a system does not indi-
cate that the business is fully operational with IM/IT. e uptime of
a system is an output measurement. An IM/IT infrastructure is very
complex. For the front-line workers, they only see their input device.
at device could be a laptop, desktop, hand-held, or terminal. If
they cannot get the right information at the right time, they can-
not do their job. e failure of one component in the infrastructure
means the right information is not available to the right person at the
right time to complete the task. at is the measurement we must
measure. Until the service is back in full operation and they have
fully recovered from an outage, we are not measuring the right out-
come, and measurements like server uptime are meaningless unless
presented as an input to service delivery outcomes.
Service delivery can be described as product management; that is,
the processes and projects that achieve an organizational outcome.
ere are direct and indirect processes and projects that support ser-
vice delivery. IM/IT has both direct and indirect processes and proj-
ects. Some of these processes and projects focus directly on ensuring
that the right information is available at the right time to the right
person. Others focus on improving the infrastructure and support-
ing the organization. Not every process or project directly focuses on
service delivery. e rule should be that priority must be given to
servicing business outcomes.
160 PraCtiCal risk ManageMent for the Cio
© 2011 by Taylor & Francis Group, LLC
IM/IT can create its own problems. In every organization there is
planned and unplanned work: people and process issues cause 80%
of outages and IM/IT has a cowboy-and-hero mentality that Joe
Technician” is the only one who can x the problem. To x this means
a fundamental change in culture and processes from “we x on-the-
yto a well-documented and strictly enforced process. Change man-
agement processes may be well documented, but if they are not strictly
enforced and followed the process will fail.
Projects are an integral part of IM/IT. Projects should focus on
service delivery. Some projects are high risk. We need to know if the
project is high risk so that we can contain the risks. Every project
should have a risk registry and mitigation strategy.
We can never predict with certainty every event that happens
within our organization that may aect service delivery. A black
swan is a highly improbable event that causes an impact on an entity.
at entity could be a person or an entire country. A black swan may
have impact on your organization and the delivery of IM/IT ser-
vices. For example, a technical person may have a nancial problem
and steal customer les to pay back a debt. is leads to a security
breach that gets published in the media. e story has a downward
eect on stock prices. A bit of forward-looking risk management and
planning may help.
ITIL sets a framework for good practices. IT service management
implements these practices into your processes for service delivery
by dening a set of products and services, building customer rela-
tionships, and automating these processes as much as is practical
and possible.

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