Configuration management is at the core of every service management initiative, driven by the need to understand basic information about each element of the infrastructure required to provide a service, and the relationship between those elements.
The traditional approach to configuration management involves significant upfront cost in the form of project resources, software, and consultative help, and common characteristics that include:
1. They are major projects requiring an upfront, undefined, and sustained investment of skilled resources
2. The natural focus is biased towards an infrastructure perspective and not the service or customer
3. The scope, often undiscovered at the outset, spans asset, human resources, inventory, procurement, access rights, and facilities management, impacting political boundaries and governance
4. They are attempted prior to any formal requirements being specified and are subject to immediate and ongoing ‘scope creep’
5. The true benefit goes unsaid or unheard in terms of internal key stakeholders, and the benefits not expressed in terms understood by a customer or the business
6. They introduce the risk of significant disruption to existing practices, both provider and customer
Today's economic climate reminds management, that initiatives failing to make an immediate and sustained difference through ‘quick wins’ and bottom line impact are vulnerable to deferment, shelving, or abandonment. Configuration management projects are extremely expensive, complex and risk-laden and prime targets.
This presentation from the Guerrilla Service Management™ series, provides vital ‘how to’ tactics on the positioning of configuration management within an overall service management strategy, and with key stakeholders. The presentation also discusses the establishment of a self-funding service configuration management initiative.