Just as with the launch of a new branch of business, a vision is needed for implementing the service management: this calls for objectives, financial resources and measurement criteria. In addition, the vision must take into account all the areas involved, i.e. people, processes and technologies.

In this respect a good vision can serve the following four purposes:

• Clarity for all with regard to the direction of the project.
• Motivation of the employees so they perform in the agreed direction.
• Coordination of all the activities of the people involved.
• Coordinated top management viewpoint.

Vision is a powerful tool for lending support to service management projects. However, the true benefit of a vision only comes when communicated with all the IT stakeholders. Their interest typically depends upon the level of investment made in the project. In other words how much time, money, energy, attention or other types of resources is expended. There is consequently an expectation that a profit can be realized on the basis of the investment made.

The urgency of the project (What happens if we do nothing?) as well as the vision itself (what does the project hold for me?) form the respective basis for any communication with the stakeholders. The aim of these messages is to provide motivation, inspiration and continued support for implementation.
In addition, it is important for all the available channels of communication to be used. Most important of all however is to “walk the talk”, setting the example of pursuing the service management philosophy.

The same should be applied on all levels of communication: objections must be taken seriously and discussed, priorities agreed and decisions taken on a joint basis.

Glenfis Consultancy