The beauty of ITIL v3 is that it covers the Service Lifecycle comprising of the Strategy, Design, Transition, and Operation through to the Continual Service Improvement - all of which is documented in the ITIL core publications.
Having had the opportunity to engage with numerous multi-national organizations I have noticed that the majority of projects normally have specialist resources engaged such as:
- Technical Architect(s): provide the skills, knowledge and experience from a technology perspective to develop an appropriate technical solution for the project. The Technical Architect is also aware of the organizations strategy and the various current under-pinning policies that support the strategy going forward.
- Solution Architect(s): provide the skills, knowledge and experience to formulate a solution that will not only address the project requirements but also ensure the solution compliments or fits with existing and future services. The Solution Architect is also aware of the organizations strategy and the various current under-pinning policies that support the strategy going forward.
The value and benefit the Technical and Solution Architects bring to any project is considerable and without such skills, knowledge and experience projects would simply not deliver to budget or timescales. Nevertheless the delivery of the project into the production environment should only be considered a success if it is able to be supported seamlessly by the Service Management team, for example the Service Desk, Change, Configuration Capacity and Service Level Management to name but a few. There is a fundamental requirement for the service management products to be considered at the initiation phase of a project, coincidentally around the same time as the Technical and Solution Architects are engaged. Obviously the service management requirements will vary from project to project, but considering them at the early stages will ensure they are included in the business case and if agreed are funded and resourced accordingly as per any other product deliverable of a project. But all too often this is one skill-set that is missing in most organizations
Consider the introduction or the creation of a job role entitled the ITIL Service Architect. The Service Architect would be responsible for ensuring the Service Management products are delivered in advance of 'go-live', examples include:
- Awareness campaigns and workshops
- Documented or updated Service Support Model
- Reviewed, re-negotiated, updated, or creation of Service Level and Operating Level Agreements (SLA / OLA)
- Updates identified and applied to the Service Management tool
If your organization has introduced such a role then we would really appreciate any experiences you could share with our readership. On the other hand if you decide to introduce such a role we also like to hear how you got on. Having worked in such a role it would be great to compare notes. Please take the opportunity to contact ITILnews - just leave a comment below.