ITIL

Below is an example of how to quantify the costs and benefits of implementing the processes described in ITIL. It is not intended to be comprehensive. Substitute the organisation's specific assumptions, purposes, costs, and benefits to get an example that more suitable to the specific circumstances.

In this example, the following assumptions are made:

• all employees cost £50 an hour
• the organisation comprises 500 Users
• the total number of Incidents is 5,000 per year
• the average time to fix an Incident is 10 minutes
• a working year has 200 days.

1. The tool must support the processes

Don't modify processes to fit the tool. Where possible it is better to purchase a fully integrated tool to underpin many (if not all) Service Management processes. If this is not possible, consideration must be given to the interfaces between the various tools.

2. The tool must be adequately flexible

The tool must be adequately flexible to support your required access rights. You must be able to determine who is permitted to access what data and for what purpose, e.g. read access to Customers.

This strategy matrix focusing to three basic strategy in deployment such as:
Functional strategy: Affects planning for the remaining phases of the deployment
Training strategy: Affects the overall deployment strategy, plan, and schedule
Support strategy: Design and implementation of support strategy must coincide with the deployment

Configuration Management

Can the Operations team gain access to the Configuration Management Database so that they can confirm the application they are managing is the correct version and configured correctly?

Are the operating instructions under version controls similar to those used for the application builds?

Change Management

Is the Operations team involved in the Change Management process; is it part of the sign-off and verification process?

Does a member of the Operations team attend the Change Management meetings?

Release Management

Simple comparison between Insourcing, Outsourcing, Co-sourcing, Partnership, Merger & Acquisition

The readiness assessment provides a structured mechanism for determining an organisation’s capabilities and state of readiness for delivering a new or revised application in support of the defined key business drivers. The information obtained from such an assessment can be used in determining the delivery strategy for a particular application, IT system, or IT service. The delivery strategy is the approach taken to move an organisation from a known state, based on the readiness assessment, to a desired state, determined by the business drivers. There are many ways to prepare an organisation for deploying a new application. The method and strategy selected should be based on the solution the organisation chooses for fulfilling its key business drivers, as well as the capabilities of the IT organisation and its partners. The scale of options available is quite large and not every option need be considered in every case. However, keeping all the options available for consideration is key for building and operating innovative solutions to the most difficult business challenges. In the end, this may be the difference between a failed project – or even a failed company – and a successful one.