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Additional resources for Configuration Management: Expert Guidance for IT Service Managers and Practitioners

Example text

After hearing about Dixon’s research delegates were asked to consider the following list of possible stakeholders in the light of his survey results: Organisational compliance/risk management (CCO/CRO); Organisational senior management team (SMT); Chief Financial Officer (CFO); Chief Information Officer (CIO); Knowledge management champions (CKO); Service improvement/quality improvement management (QM); Business relationship management/account management/service level management (BRM/SLM); Service delivery and operations management (OPS MGT); Service delivery and operations teams/personnel (OPS TEAM); However, following from the group discussion, the following additional stakeholders were identified: Business representatives; Service managers and/or process owners; Suppliers of services or tools; Project managers; Regulators (external or internal); Tools support staff; Service desk personnel or managers; Architects (business, solution and technical).

Dixon’s research and the interactive session confirm that people can articulate the benefits that they expect from configuration management and their CMS. These benefits are largely in line with ITIL ‘value to business’ statements in the Service Transition volume in the chapters on Change Management and Configuration Management. The observer benefits in decreasing order of importance were: 30 Configuration Management:Layout 1 10/13/10 4:58 PM Page 31 JUDGING THE VALUE OF CMDB/CMS adherence/compliance with standards, legal and regulatory obligations; success of changes; achievement of service levels; traceability of changes from defined requirements; forecasting and planning of changes; success of releases; time taken to resolve incidents; number of audit non-conformances received; number of business opportunities through better control of assets and services; identifying the cost of its service(s); number of contractual warranty claims.

Organisations that implement the full set of ISO/IEC 20000 processes have demonstrated significant improvements, and these organisations will also have, in practice, a culture of continual improvement. The most popular organisational model for the institutionalisation of configuration management is currently one with between 1–10 people split over multiple areas, with configuration managers reporting to a manager. g. the CIO). Senior management encouragement and informed support are important to achieving the potential business value of the CMDB/CMS in practice.

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