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IT Service Management in a hybrid, multi-sourced world

chuck_darst ‎12-05-2013 04:29 PM - edited ‎09-20-2015 07:46 AM

IT Service Management in a hybrid, multi-sourced world


The replay to the web event is posted and we encourage you to listen/watch the replay. This topic is also very timely with the recent announcement of HP Propel and also a new blog post by Felix that I recommend reading. There were a number of good questions and we not could get to all of them. So, I said that we'd post a few of them to our ITSM blog. And, a pdf of the slides are also attached.


Q. What are the top 3 priorities to become a Multi-Supplier ready organization?

  • Define and standardize the supplier management framework (AS-IS -> TO-BE)
  • Define the supplier governance model
  • Establish the right accountability and redefine contracts and SLAs

Q. What’s the biggest impact of Cloud for ITSM?

Felix:  The biggest impact is the growing number of suppliers and the integration of ITSM processes across suppliers. Additionally Cloud services are more and more purchased by Business Units without control of IT, which becomes shadow IT and introduces several issues in terms of compliance.

Chuck:  Another common response to this question is the delivery or sourcing of the service desk itself - via SaaS specifically – which is in keeping of the theme of this web event. Another dimension to this is a hybrid model where a SaaS service desk run by a remote division needs to cooperate with an on-premise service desk run in another part of the overall organization including central IT.


Q. Should IT own and control the ITSM tools or should IT rely on supplier tools?                      

Both options are valid. If IT owns and controls the ITSM tools then measuring supplier performance is easier, as well as supplier on-boarding/off-boarding; supplier services are typically more expensive, as they need to accommodate new processes and tools and have dedicated resources. If the tools are owned by suppliers, then the ITSM processes need to be ready for cross-supplier integration and the control-points become more important; supplier services are more standardized, sharing resources, and the service prices is lower.


Q. How do you drive LOB self-service adoption from IT when many LOB users incorrectly assume that their request is controlled by central IT?

There are a couple of different paths to follow here. One classic challenge is that end-users will go to central IT for support (as it is what they know best) when they are having challenges, issues, or requests for an application or service that was procured by a LOB or like group separate from central IT. This is one of the main rationales for taking a more structured approach like SIAM. Even if there are valid reasons for the LOB to have the application/service, there can be rationalization between central IT and the LOB/division. Another path could be driving LOB self-service from IT. This could be more tricky to have a standard answer for depending on the organization and types of self-service being considered or implemented.


Q. What are the reasons to not allow a line of business to have more autonomy in acquiring IT?

This can vary widely depending on the organization’s policies and their “industry”. Heavily regulated or audited entities (could be corporations, public sector organizations, utilities, …) might simply have to have more control – resulting in less autonomy. Some of this can reflect the overall approaches towards governance – how centralized or decentralized IT is managed. Optimizing the total IT budget and spending is a worthwhile goal regardless of the amount of autonomy. A good example is different groups securing similar services – even potentially from the same source or supplier. While there can be varying factors, there are benefits to everyone in taking a more centralized approach regarding costs, service levels, and warrantee-like clauses.



About the Author


HPE IT Service Management Product Marketing team manager spanning our solutions for the service desk, asset mngt, CMS, and more. My background is engineering and computer science in the networking and telecom worlds. As they used to say in Telcom, "the network is the business" (hence huge focus on service management). I always enjoyed working with customers and on the business side of things, so here I am in ITSM marketing.

Lisa White
on ‎09-30-2014 01:37 AM


It is really a helpful blog. Above questions and answers will help me to understand global sourcing services. Along with this, links are great to have good knowledge. Thank you for providing this details.

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