One of the biggest surprises of the survey is that only 38% of respondents have adopted or are in the process of adopting the IT Infrastructure Library (ITIL) framework, the technology industry’s roadmap for delivering high-quality IT services. Nearly three in 10 (28%) respondents reported having no plans to adopt ITIL, and almost as many (27%) said they didn’t know the status of ITIL in their organizations.
Despite low ITIL adoption rates, many respondents said their agency has fully implemented critical IT service functions such as event/incident response, project management, change management, integration with enterprise systems, self-service portals and software asset management. That can cause challenges, says Rials, because these functions work best when following ITIL best practices.
“You can’t do these things well if you don’t have a mature ITIL process in place,” Rials says. “Without ITIL, organizations may be doing tactical things without a strategy. It becomes a hodgepodge of solutions.”
The City of Goodyear recently switched to TeamDynamix for ITSM to address their lack of ITIL maturity and growing workloads.
“It’s one thing to say we’re overworked—and it’s another to be able to illustrate this with concrete data,” said Lisa Faison, deputy CIO for the City of Goodyear, Arizona, municipal government.
A few years ago, the City of Goodyear didn’t have any way to track the status of IT projects. The city government had a ticketing system for managing the delivery of IT services, but this system was very limited in what it could do and what information it could provide.
“We wanted to increase the maturity of our IT operations by moving to ITIL processes,” Faison said.
This meant bringing the oversight of IT services and projects together under a single platform for IT Service Management (ITSM) and Project Portfolio Management (PPM) to give leaders a holistic view of the work employees were doing. What’s more, the platform had to allow for simple configuration and automation of IT processes, without a lot of coding or administration needed on the back end.
On the IT service side, using a modern ITSM tool like TeamDynamix has allowed the city to set up a service catalog and a self-service portal that routs tickets to the correct staff members for fulfillment automatically, reducing the number of times that service tickets bounce around from one person to another. This has helped speed up incident response times significantly.
“We did a training roadshow,” Faison said, whereby IT staff met with various departments and showed them how to use the self-service portal. They also handed out pens with the link to the portal etched on the side. This internal marketing campaign has contributed to widespread adoption, with about three-fourths of service requests now being submitted through the portal— and this is leading to faster resolution for employees.
Automated workflows have also helped streamline key processes and improve the delivery of IT services. For instance, the IT team established an automated workflow within TeamDynamix for purchasing hardware and software, with requests being routed automatically to the appropriate people for approvals.
“It’s a nice, fully automated workflow,” Faison said. “We’d like to implement automated workflows in other areas moving forward as well.”
On the project side, TeamDynamix gives the city’s IT department a simple way to evaluate, approve and manage projects of all sizes. Managing IT projects and service requests within the same platform gives leaders a holistic view of the work that team members are doing.
“It helps us evaluate whether we can take on new projects based on the people we have available,” said Remi Nunez, senior IT project manager. And this is critical for reducing resource drain.
Having clear data showing the scope of the work that team members are doing also gives IT leaders the evidence they need to advocate for additional staffing in areas that require it.
For instance, Faison and her colleagues knew the GIS team had a constant backlog of work, but they weren’t able to quantify this challenge before. With TeamDynamix reporting, they were able to demonstrate this need and hire another full-time GIS employee.
One year into using TeamDynamix, having better visibility into project and service information has helped the city’s IT department improve customer service for employees—and the city has only begun to scratch the surface of what the platform enables.
As Goodyear’s IT maturity continues, Faison and her colleagues will be looking to use the data they collect on IT projects to accurately forecast the amount of time that new projects will take, so they can allocate resources to projects more effectively. They also plan to help other city departments use TeamDynamix for enterprise-level service and project management.
To read the full report from CDG, check out: 2024 Outlook for Trends in IT Service Management