I’m often asked for examples of the return on investment that sound IT service management delivers and I’m always put on the spot to quote concrete examples.
Whatever your position in your company, like me you know that IT Service Management matters. You know that implemented correctly, the ITIL® Service Management disciplines will provide you with a stable, reliable, and cost effective environment for the provision of your IT services.
I’m sure that at some point, early in the ITIL implementation lifecycle you conducted a baseline exercise and that, as you conducted further measurements, you found real evidence of process improvement:
• better problem management resulting in fewer incidents,
• Improved change management resulting in smoother implementations and fewer post-implementation glitches,
• more comprehensive monitoring of device performance resulting in fewer hardware failures and capacity issues,
• more realistic customer expectations as a result of sound service level agreements,
• greater customer satisfaction as a result of better service level monitoring and reporting.
All of these things are real and tangible benefits of improved service management processes. All are measurable. But none of them are expressed in terms of the contribution to the profit and loss account. What’s the bottom-line effect?
I’m sure there are organisations out there that have calculated the return in this way – I’m just surprised that they are not readily available as case studies. Do you know differently?