“When IT leaders need change in their organisation, they typically commission a review or maturity assessment to better understand the issues and develop an improvement plan. But not all process maturity assessment exercises are equal. ”Steve MorganSyniad IT
What are your assessment requirements?
It is important to set the scope initially. Are you assessing a team, process area or tooling challenge, or is the scope much broader?
Often, there is a need to assess a specific function or team. For example, the Service Desk, Request Management or Change team. Sometimes, the assessment is broader, covering numerous functions within an IT department.
Assessment may also cover a specific service, perhaps in readiness for a major change, such as the roll-out of a new operating system, application or hardware.
- To check whether the organisation has the core components needed to be successful. Read our Critical Ingredients to Running an IT Department in 2019 for more information
- To prepare for a major programme such as a Digital Transformation programme. We run a workshop aimed at helping organisations prepare for Digital Transformation.
- To prepare to move to a multi-vendor operating model, such as a Service Integration & Management (SIAM) approach
We run a healthcheck workshop aimed at helping organisations plan, organise and deliver their SIAM programme.
- To get an independent and objective view
- To help confirm and bring order to what they already know
- To provide assurance that the organisation is ready to support a major change programme such as cloud adoption
- The reduce the complexity of issues by breaking them down into constituent parts
- To uncover the causes of specific issues
- To collate findings into a single deliverable which can be used as a baseline
- To provide impetus, direction and structure to improvement activities
- To provide an improvement roadmap
- To act as the basis for optimisation activities
This should assess the extent to which IT Service Management processes are defined, documented and followed. We typically use a best practice model or framework to assist us in setting an appropriate process scope, such as ITIL or ISO/IEC 20000
This covers the extent to which service management technology, such as ticket logging & tracking, CMDB (Configuration Management Database), discovery knowledge base, telephony and collaboration, is deployed to support the technology function.
This will cover the efficacy of any 3rd party support arrangements which are in place to support the delivery of the technology function. In particular, this might include the extent to which suppliers collaborate under a single IT Operating Model, such as that described within the Service Integration & Management (SIAM) framework.
This will cover the over-arching technology governance in terms of
- Key Performance Indicators
- Decision making
- Segregation of duties
- Review and Progress tracking
- Meeting cadence and content
This is particularly relevant in a multi-sourcing, SIAM operating model. Read our 5 tips to effective IT governance to see the issues we commonly experience.
What are the outcomes?
If no action is to be taken following the assessment, its value will be questioned.
An assessment exercise should provide the basis for an improvement programme and must therefore contain actionable recommendations, preferably in the context of a strategic roadmap which defines the direction of travel and the milestones along the way.
Our process maturity assessment services will always deliver:
- Prioritised recommendations for improvement
- A strategic roadmap view to enable longer term planning and funding for improvement activities
- A leadership team brief aimed at ensuring a common understanding and reaching consensus on the way forward
Why Syniad IT?
Simply, we have a tried and tested approach which we continually refine. Our approach provides us with the ability to execute consistently each time, whilst providing us with sufficient flexibility to tailor the assessment to specific client requirements. We have over 100 years of combined experience as consultants, but also, critically, as practitioners who have had “real” jobs in IT. We don’t deliver audits, which are one-dimensional and can be constrained by audit scripts. We deliver assessments, which are deep, rich and supported not only by academic knowledge, but also by real-world experience.
We have significant experience of delivering assessment exercises. You can read more about how we helped the UK Parliament assess their processes by using the approach we describe above. We also helped a global accounting and consulting firm with their process improvement objectives by undertaking a Service Management assessment.