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itSM Solutions®
DITY™ Newsletter
Reprint
This is a reprint of an itSM Solutions® DITY™ Newsletter. Our members receive our weekly DITY Newsletter, and
have access to practical and often entertaining articles in our archives. DITY is the newsletter for IT professionals
who want a workable, practical guide to implementing ITIL best practices -- without the hype.

become a member
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Publisher
itSM Solutions™ LLC
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Lexington, NC 27292
Phone (336) 510-2885
Fax (336) 798-6296
Find us on the web at: http://www.itsmsolutions.com.
To report errors please send a note to the editor, Hank Marquis at hank.marquis@itsmsolutions.com
For information on obtaining copies of this guide contact: sales@itsmsolutions.com
Copyright © 2006 Nichols-Kuhn Group. ITIL Glossaries © Crown Copyright Office of Government Commerce. Reproduced with the
permission of the Controller of HMSO and the Office of Government Commerce.
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License. No title or ownership of this guide, any portion thereof, or its contents is transferred, and any use of the guide or any portion thereof
beyond the terms of the previously mentioned license, without written authorization of the Publisher, is prohibited.
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Registered Trade Mark, and a Registered Community Trade Mark of the Office of Government Commerce, and is registered in the U.S. Patent
and Trademark Office, and is used here by itSM Solutions LLC under license from and with the permission of OGC (Trade Mark License No.
0002). IT Infrastructure Library ® is a Registered Trade Mark of the Office of Government Commerce and is used here by itSM Solutions LLC
under license from and with the permission of OGC (Trade Mark License No. 0002). Other product names mentioned in this guide may be
trademarks or registered trademarks of their respective companies.
ITIL Triage

Subscribe

Vol. 2.48

PDF Download

Back Issues

DECEMBER 13, 2006

"ITIL Triage"
DITY Weekly Reader
The workable, practical guide to Do IT
Yourself
One of key reasons that ITIL does not proscribe an ‘approved’ priority list for
process implementation is that such a list cannot take into account the relative
maturity of an organization’s existing staff, skills, and operational proficiencies.
Only a focused assessment can do that.

http://www.itsmsolutions.com/newsletters/DITYvol2iss48.htm (1 of 5)12/12/2006 8:16:57 PM
ITIL Triage

By Mike Drapeau

As organizations begin to better understand the ITIL (IT Infrastructure
Library) framework, send their employees to training to obtain ITIL
certifications, and sometimes engage consultants to assist in diagnosing how
ITIL can help them achieve operational efficiencies, they begin to appreciate
that, for all its advantages, ITIL has some missing elements.

mike
DRAPEAU
Articles
E-mail
Bio

One key omission is that of prioritization – which ITIL process or processes
should an organization tackle first and why. ITIL is description, not
prescriptive. That is, ITIL describes what has to get done, not how to get it
done.
Determining any implementation order is subjective and will change from
company to company based on the unique situation of that company. Thus,
ITIL says little about the relative importance of one process or another,
leaving such distinctions to the organization to determine.

Even if one limits the scope to just the ten (10) IT Service Management (ITSM) processes, no
formal priority emerges, at least none formally advocated by the UK’s OGC (Office of Government
Commerce) – the organization which promulgates ITIL. For the purpose of simplicity, the
remainder of this article will cover just the ten ITSM processes.
Although ITIL is ‘missing’ this key piece, one should not be led to believe that this omission is
fatal to an ITIL implementation; it is not. Nevertheless, each organization contemplating an ITIL
project should understand what gaps need to be plugged and plan accordingly.
Following I describe the idea of ITIL Triage: how to determine in which order the ITIL processes
should be implemented and why.

Getting There from Here (or End State vs. Current State)
If the ITIL framework doesn’t explain how to implement a process, what does it do?
The answer to this question is important to understanding the difference between a best practice
and an operating manual. Simply put, the ITSM framework describes how a set of interdependent
processes (five for Service Delivery and five for Service Support) ‘looks’ when it is fully
implemented. In operational terms, this is known as end state. Thus, by reading the ITIL
publication for each process, a manager can better understand how their operation might function
in the future.
This realization that a veritable gulf exists between current state and future ITIL-based
operational nirvana prompts many to conduct a ‘gap analysis’ or ‘maturity assessment’. The fruit
of this analytical exercise is to identify what processes are deficient, in what magnitudes, and the
impact of these discrepant conditions.
One of key reasons that ITIL does not proscribe an ‘approved’ priority list for process
implementation is that such a list cannot take into account the relative maturity of an
http://www.itsmsolutions.com/newsletters/DITYvol2iss48.htm (2 of 5)12/12/2006 8:16:57 PM
ITIL Triage

organization’s existing staff, skills, and operational proficiencies. Only a focused assessment can
do that.
Furthermore, OGC and ITIL do not provide an indication of the ‘best’ method for closing the gap
in terms of which processes, once implemented, bring the greatest payback. They can be forgiven
for this omission, as the color-by-numbers approach for ITIL implementations does not leave
sufficient room for organizational uniqueness.

Interim States
Determining how to move from current state to the greatly desired future state is more than
simply cherry-picking your high priority processes and relegating the rest to some future phase.
The greatest challenge, in fact, lies in the work in between the present and the glorious future.
How to tackle this challenge, however, is not addressed within the ITIL framework itself.
An ITIL process rollout, properly managed, consists of a series of ‘interim states’ that mark the
transition from a pre- to a post-ITIL environment. These interim states are specific and
measurable maturity markers placed along the implementation path to signal to users,
supporters, and even detractors that the project is on track.
This requires the full range of project management disciplines and the artifacts of this
methodology -- tasks tracked, milestones achieved and publicized, cultural barriers overcome,
adoption rates measured, executive support garnered, and so on. The need for this iterative
approach is unarguable.
Without it, an organization attempting to implement ITIL will be unable to map the path from
present to future and will be left without the string of small victories necessary to achieve
operational transformation.

Planning and Justifying
We have spent some time identifying various aspects of the current ITIL framework with regard
to process priority and implementation methodology. It deserves noting, however, that ITIL does
offer a key book entitled ‘Planning to Implement Service Management’.
Many organizations when contemplating or even initiating ITSM implementations move briskly
into the Service Delivery and Service Support books which contain the details on each of the 10
ITSM processes. What they forget to do is first spend the time reviewing and incorporating the
guidance contained in Planning to Implement Service Management.
This can be a fatal mistake because this publication does address process prioritization. Section
1.10.2, for instance, directly recognizes that implementation demands a process ‘stack rank’ and
offers the possibility of choosing Change before Configuration Management or Incident before
Problem Management or even Service Level Management before IT Financial Management.
This either-or approach, though, merely identifies some strong process dependencies; it does not,
though, provide a structure for prioritization all 10 ITSM processes.

http://www.itsmsolutions.com/newsletters/DITYvol2iss48.htm (3 of 5)12/12/2006 8:16:57 PM
ITIL Triage

Planning to Implement Service Management does help with the following challenges while in the
earliest phase of an ITIL rollout”:
q
q
q
q
q
q
q
q
q
q

Justifying the project from a business perspective
Identifying and securing stakeholders
Establishing process-specific benchmarks
Creating an ITSM vision
Providing Gap Analysis guidelines
Supporting organizational change
Enabling necessary cultural changes
Developing KPIs specific to the rollout
Deploying ITIL training to build internal competency
Monitoring implementation progress

Though it may not provide definitive guidance on process prioritization, this book is a must read
for any organization even considering moving into an ITSM framework.

One Approach to Priority
Some propose this beginning with Change Management, as it is one process which can 'stabilize
the patient. One popular third-party approach suggests deploying elements of Change
Management, then a slimmed down form of Configuration Management, followed by elements of
Release Management such as the Definitive Software Library (DSL). With these building blocks in
place, they suggest embedding continuous improvement disciplines and to position the
organization to branch out into the remaining ITIL Service Management processes. This approach
presupposes that effective Change Management is lacking, which is not always true, and also
presupposes that a DSL can improve service quality, again, not always true. However, the
significance of this approach is that it takes a position on which processes are ‘more important’
than others, provides practice guidance on which aspects within a process to embrace first and
how an organization can gradually lift itself out of an operational morass.
Others propose 'stabilizing' via the Service Desk/Incident/Problem approach, and then
'optimizing' via the Change/Configuration and Release processes. Of course, this approach
presupposes that the highest level of organization pain is coming from Service Desk/Incident and
Problem (which again, may or may not be true.)
Many approaches, including the two presented here use medical terminology in describing ITIL
implementation, and this is no accident – improving IT efficiencies has a lot of similarities to the
challenge of an emergency room doctor -- namely that they face a lot of ill patients with
sicknesses, both visible and undetected, and they need to analyze which cases to take first what to
do with them and how to manage the remainder. This process, known as triage, captures quite
accurately the methodology organizations should use to move to operational good health.
As before, there is no cookbook for ITIL implementation. Deciding which processes to implement,
and which order to implement are best decided by examining stakeholders and making a
situational decision. Then using ITIL as a guidebook to establish expected behaviors. Practicing
ITIL means diagnosing the patient, in this case an IT organization. Based on the symptoms seen,
a diagnosis occurs, and the practitioner can examine how to treat the patient.
http://www.itsmsolutions.com/newsletters/DITYvol2iss48.htm (4 of 5)12/12/2006 8:16:57 PM
ITIL Triage

The Solution
No ITIL article is worth its salt unless it leaves you with some firm and sensible guidance so, it is
important to note that there is a way out of the challenge of process priority. The solution is to
practice ITIL triage. The dictionary defines triage as follows:
“A process for sorting injured people into groups based on their need for or likely benefit
from immediate medical treatment. Triage is used on the battlefield, at disaster sites, and
in hospital emergency rooms when limited medical resources must be allocated.”
Refashioning this a bit, we can derive the following definition for ITIL triage:
“A process for sorting inefficient operations into ITIL processes based on the client’s need
for or likely business benefit from immediate improvement. ITIL Triage is used in the
data center, at disaster recovery sites, and in boardrooms when limited financial resources
must be allocated.”
Simply put, the discipline of ITIL triage helps organizations determine which processes to
implement, in what order, and with what expectations. Earlier last year, Beverly Head of CIO
Australia wrote an intriguing article for IT World entitled “IT triage: stop, revive or survive” which
scoped out a similar approach for CIOs contemplating a better form of governance.
So, how can a Do It Yourself (DITY) organization implement ITIL triage?
For that, we will have to wait for a follow-on article. But suffice to say that ITIL triage requires a
vigorous and frankly self-critical assessment of financial limitations, organization, internal
centers of excellence, culture, staffing, documentation, practices, human resources, existing tools
and software, and executive commitment.
At the end of the ITIL triage, some patients (i.e. processes) are wheeled into the ER for immediate
repair and others are considered beyond saving. Such distinctions are difficult to the make in the
business world, but no more difficult than in the life and death triage that faces doctors in times of
crises.
-Where to go from here:
q
q
q

Subscribe to our newsletter and get new skills delivered right to your Inbox, click here.
Download this article in PDF format for use at your own convenience, click here.
Browse back-issues of the DITY Newsletter, click here.

Entire Contents © 2006 itSM Solutions LLC. All Rights Reserved.

http://www.itsmsolutions.com/newsletters/DITYvol2iss48.htm (5 of 5)12/12/2006 8:16:57 PM

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  • 1. itSM Solutions® DITY™ Newsletter Reprint This is a reprint of an itSM Solutions® DITY™ Newsletter. Our members receive our weekly DITY Newsletter, and have access to practical and often entertaining articles in our archives. DITY is the newsletter for IT professionals who want a workable, practical guide to implementing ITIL best practices -- without the hype. become a member (It's Free. Visit http://www.itsmsolutions.com/newsletters/DITY.htm) Publisher itSM Solutions™ LLC 31 South Talbert Blvd #295 Lexington, NC 27292 Phone (336) 510-2885 Fax (336) 798-6296 Find us on the web at: http://www.itsmsolutions.com. To report errors please send a note to the editor, Hank Marquis at hank.marquis@itsmsolutions.com For information on obtaining copies of this guide contact: sales@itsmsolutions.com Copyright © 2006 Nichols-Kuhn Group. ITIL Glossaries © Crown Copyright Office of Government Commerce. Reproduced with the permission of the Controller of HMSO and the Office of Government Commerce. Notice of Rights / Restricted Rights Legend All rights reserved. Reproduction or transmittal of this guide or any portion thereof by any means whatsoever without prior written permission of the Publisher is prohibited. All itSM Solutions products are licensed in accordance with the terms and conditions of the itSM Solutions Partner License. No title or ownership of this guide, any portion thereof, or its contents is transferred, and any use of the guide or any portion thereof beyond the terms of the previously mentioned license, without written authorization of the Publisher, is prohibited. Notice of Liability This guide is distributed "As Is," without warranty of any kind, either express or implied, respecting the content of this guide, including but not limited to implied warranties for the guide's quality, performance, merchantability, or fitness for any particular purpose. Neither the authors, nor itSM Solutions LLC, its dealers or distributors shall be liable with respect to any liability, loss or damage caused or alleged to have been caused directly or indirectly by the contents of this guide. Trademarks itSM Solutions is a trademark of itSM Solutions LLC. Do IT Yourself™ and DITY™ are trademarks of Nichols-Kuhn Group. ITIL ® is a Registered Trade Mark, and a Registered Community Trade Mark of the Office of Government Commerce, and is registered in the U.S. Patent and Trademark Office, and is used here by itSM Solutions LLC under license from and with the permission of OGC (Trade Mark License No. 0002). IT Infrastructure Library ® is a Registered Trade Mark of the Office of Government Commerce and is used here by itSM Solutions LLC under license from and with the permission of OGC (Trade Mark License No. 0002). Other product names mentioned in this guide may be trademarks or registered trademarks of their respective companies.
  • 2. ITIL Triage Subscribe Vol. 2.48 PDF Download Back Issues DECEMBER 13, 2006 "ITIL Triage" DITY Weekly Reader The workable, practical guide to Do IT Yourself One of key reasons that ITIL does not proscribe an ‘approved’ priority list for process implementation is that such a list cannot take into account the relative maturity of an organization’s existing staff, skills, and operational proficiencies. Only a focused assessment can do that. http://www.itsmsolutions.com/newsletters/DITYvol2iss48.htm (1 of 5)12/12/2006 8:16:57 PM
  • 3. ITIL Triage By Mike Drapeau As organizations begin to better understand the ITIL (IT Infrastructure Library) framework, send their employees to training to obtain ITIL certifications, and sometimes engage consultants to assist in diagnosing how ITIL can help them achieve operational efficiencies, they begin to appreciate that, for all its advantages, ITIL has some missing elements. mike DRAPEAU Articles E-mail Bio One key omission is that of prioritization – which ITIL process or processes should an organization tackle first and why. ITIL is description, not prescriptive. That is, ITIL describes what has to get done, not how to get it done. Determining any implementation order is subjective and will change from company to company based on the unique situation of that company. Thus, ITIL says little about the relative importance of one process or another, leaving such distinctions to the organization to determine. Even if one limits the scope to just the ten (10) IT Service Management (ITSM) processes, no formal priority emerges, at least none formally advocated by the UK’s OGC (Office of Government Commerce) – the organization which promulgates ITIL. For the purpose of simplicity, the remainder of this article will cover just the ten ITSM processes. Although ITIL is ‘missing’ this key piece, one should not be led to believe that this omission is fatal to an ITIL implementation; it is not. Nevertheless, each organization contemplating an ITIL project should understand what gaps need to be plugged and plan accordingly. Following I describe the idea of ITIL Triage: how to determine in which order the ITIL processes should be implemented and why. Getting There from Here (or End State vs. Current State) If the ITIL framework doesn’t explain how to implement a process, what does it do? The answer to this question is important to understanding the difference between a best practice and an operating manual. Simply put, the ITSM framework describes how a set of interdependent processes (five for Service Delivery and five for Service Support) ‘looks’ when it is fully implemented. In operational terms, this is known as end state. Thus, by reading the ITIL publication for each process, a manager can better understand how their operation might function in the future. This realization that a veritable gulf exists between current state and future ITIL-based operational nirvana prompts many to conduct a ‘gap analysis’ or ‘maturity assessment’. The fruit of this analytical exercise is to identify what processes are deficient, in what magnitudes, and the impact of these discrepant conditions. One of key reasons that ITIL does not proscribe an ‘approved’ priority list for process implementation is that such a list cannot take into account the relative maturity of an http://www.itsmsolutions.com/newsletters/DITYvol2iss48.htm (2 of 5)12/12/2006 8:16:57 PM
  • 4. ITIL Triage organization’s existing staff, skills, and operational proficiencies. Only a focused assessment can do that. Furthermore, OGC and ITIL do not provide an indication of the ‘best’ method for closing the gap in terms of which processes, once implemented, bring the greatest payback. They can be forgiven for this omission, as the color-by-numbers approach for ITIL implementations does not leave sufficient room for organizational uniqueness. Interim States Determining how to move from current state to the greatly desired future state is more than simply cherry-picking your high priority processes and relegating the rest to some future phase. The greatest challenge, in fact, lies in the work in between the present and the glorious future. How to tackle this challenge, however, is not addressed within the ITIL framework itself. An ITIL process rollout, properly managed, consists of a series of ‘interim states’ that mark the transition from a pre- to a post-ITIL environment. These interim states are specific and measurable maturity markers placed along the implementation path to signal to users, supporters, and even detractors that the project is on track. This requires the full range of project management disciplines and the artifacts of this methodology -- tasks tracked, milestones achieved and publicized, cultural barriers overcome, adoption rates measured, executive support garnered, and so on. The need for this iterative approach is unarguable. Without it, an organization attempting to implement ITIL will be unable to map the path from present to future and will be left without the string of small victories necessary to achieve operational transformation. Planning and Justifying We have spent some time identifying various aspects of the current ITIL framework with regard to process priority and implementation methodology. It deserves noting, however, that ITIL does offer a key book entitled ‘Planning to Implement Service Management’. Many organizations when contemplating or even initiating ITSM implementations move briskly into the Service Delivery and Service Support books which contain the details on each of the 10 ITSM processes. What they forget to do is first spend the time reviewing and incorporating the guidance contained in Planning to Implement Service Management. This can be a fatal mistake because this publication does address process prioritization. Section 1.10.2, for instance, directly recognizes that implementation demands a process ‘stack rank’ and offers the possibility of choosing Change before Configuration Management or Incident before Problem Management or even Service Level Management before IT Financial Management. This either-or approach, though, merely identifies some strong process dependencies; it does not, though, provide a structure for prioritization all 10 ITSM processes. http://www.itsmsolutions.com/newsletters/DITYvol2iss48.htm (3 of 5)12/12/2006 8:16:57 PM
  • 5. ITIL Triage Planning to Implement Service Management does help with the following challenges while in the earliest phase of an ITIL rollout”: q q q q q q q q q q Justifying the project from a business perspective Identifying and securing stakeholders Establishing process-specific benchmarks Creating an ITSM vision Providing Gap Analysis guidelines Supporting organizational change Enabling necessary cultural changes Developing KPIs specific to the rollout Deploying ITIL training to build internal competency Monitoring implementation progress Though it may not provide definitive guidance on process prioritization, this book is a must read for any organization even considering moving into an ITSM framework. One Approach to Priority Some propose this beginning with Change Management, as it is one process which can 'stabilize the patient. One popular third-party approach suggests deploying elements of Change Management, then a slimmed down form of Configuration Management, followed by elements of Release Management such as the Definitive Software Library (DSL). With these building blocks in place, they suggest embedding continuous improvement disciplines and to position the organization to branch out into the remaining ITIL Service Management processes. This approach presupposes that effective Change Management is lacking, which is not always true, and also presupposes that a DSL can improve service quality, again, not always true. However, the significance of this approach is that it takes a position on which processes are ‘more important’ than others, provides practice guidance on which aspects within a process to embrace first and how an organization can gradually lift itself out of an operational morass. Others propose 'stabilizing' via the Service Desk/Incident/Problem approach, and then 'optimizing' via the Change/Configuration and Release processes. Of course, this approach presupposes that the highest level of organization pain is coming from Service Desk/Incident and Problem (which again, may or may not be true.) Many approaches, including the two presented here use medical terminology in describing ITIL implementation, and this is no accident – improving IT efficiencies has a lot of similarities to the challenge of an emergency room doctor -- namely that they face a lot of ill patients with sicknesses, both visible and undetected, and they need to analyze which cases to take first what to do with them and how to manage the remainder. This process, known as triage, captures quite accurately the methodology organizations should use to move to operational good health. As before, there is no cookbook for ITIL implementation. Deciding which processes to implement, and which order to implement are best decided by examining stakeholders and making a situational decision. Then using ITIL as a guidebook to establish expected behaviors. Practicing ITIL means diagnosing the patient, in this case an IT organization. Based on the symptoms seen, a diagnosis occurs, and the practitioner can examine how to treat the patient. http://www.itsmsolutions.com/newsletters/DITYvol2iss48.htm (4 of 5)12/12/2006 8:16:57 PM
  • 6. ITIL Triage The Solution No ITIL article is worth its salt unless it leaves you with some firm and sensible guidance so, it is important to note that there is a way out of the challenge of process priority. The solution is to practice ITIL triage. The dictionary defines triage as follows: “A process for sorting injured people into groups based on their need for or likely benefit from immediate medical treatment. Triage is used on the battlefield, at disaster sites, and in hospital emergency rooms when limited medical resources must be allocated.” Refashioning this a bit, we can derive the following definition for ITIL triage: “A process for sorting inefficient operations into ITIL processes based on the client’s need for or likely business benefit from immediate improvement. ITIL Triage is used in the data center, at disaster recovery sites, and in boardrooms when limited financial resources must be allocated.” Simply put, the discipline of ITIL triage helps organizations determine which processes to implement, in what order, and with what expectations. Earlier last year, Beverly Head of CIO Australia wrote an intriguing article for IT World entitled “IT triage: stop, revive or survive” which scoped out a similar approach for CIOs contemplating a better form of governance. So, how can a Do It Yourself (DITY) organization implement ITIL triage? For that, we will have to wait for a follow-on article. But suffice to say that ITIL triage requires a vigorous and frankly self-critical assessment of financial limitations, organization, internal centers of excellence, culture, staffing, documentation, practices, human resources, existing tools and software, and executive commitment. At the end of the ITIL triage, some patients (i.e. processes) are wheeled into the ER for immediate repair and others are considered beyond saving. Such distinctions are difficult to the make in the business world, but no more difficult than in the life and death triage that faces doctors in times of crises. -Where to go from here: q q q Subscribe to our newsletter and get new skills delivered right to your Inbox, click here. Download this article in PDF format for use at your own convenience, click here. Browse back-issues of the DITY Newsletter, click here. Entire Contents © 2006 itSM Solutions LLC. All Rights Reserved. http://www.itsmsolutions.com/newsletters/DITYvol2iss48.htm (5 of 5)12/12/2006 8:16:57 PM