- If PEOPLE do not have the proper incentives and deterrents to encourage desired behaviors, reports will often have missing or incomplete information. This is because only enough information is captured in records to allow the person to meet their needs, while the needs of others are unlikely to be met.
- If PROCESSES are not defined, agreed, communicated, and trained, reports will have information that is disjointed, duplicated, and inconsistent between groups and team members. This is because different areas are applying different standards to how they capture information in records.
- If TOOLS are not properly configured, reports will not aid analysis required to determine trends and enable effective decision making. This is because the tool does not correlate information well, or is unable to access information in a manner to allow for trending.
How do we avoid these challenges?
- Ensure that processes are more than documents in a binder. They must serve as agreements between teams on how work will be performed.
- Develop tool configurations in concert with process development. This must be an iterative approach as process development should drive tool selection and configuration, while tool capabilities may impose limitations on a process.
- Train staff on the intent of the process and how to use the tool to enable the process.
- Publish clear standards on how information created during process execution should be captured in records.
- Sanction appropriate rewards and reprimands to drive adherence to norms and rules.
- Monitor and improve all of these elements.
Getting the ITSM trinity working in concert will transform an ITSM practice into a value engine for the enterprise. That's the best kind of report!