Your software implementation is done. You’ve invested a tremendous amount of time, effort, money and political capital (and grown a few more gray hairs) to get to this point. You now (hopefully) have the tools and methods in place to mature your IT Operations. What now? When the glow of your go-live begins to fade, you’re left with a backlog of requests that arose during the project, business needs have evolved, and there are new IT strategies driving further rollout or enhancements. Is the team ready to handle all of this new work? Do you tell the business you can’t meet their needs? Is it time to bring the consultants back in? While it’s great everyone wants to do more, it’s risky to do too much too fast.
Business and IT executives will celebrate an implementation (briefly), but what they really care about is whether or not you achieve the outcomes they expect. Your personal success is judged by the longer-term results created.
You have the opportunity to show the business and your IT leadership they won’t have to invest in another tool again. You can demonstrate that a well-designed and well-run software foundation can rapidly grow to continuously deliver the outcomes originally expected. This can be done as part of normal operations, within your OpEx budget, and without having to continue to make large capital investments.
Over the last 25 years, we’ve seen enterprises of all sizes approach the question, “What now?” after a go-live in different ways, with few having strategies and resources in place to consistently deliver the value or benefits the business expected. In our experience, the four most common strategies for managing and enhancing a tool after go-live are to:
1) Use internal resources or hire new employees (“DIY”)
2) Use consultants in staff aug or add-on projects
3) Use a traditional managed service
4) Use an outcome-based managed service
We’ve evaluated each strategy below based on our experiences and where we’ve seen customers succeed and fail.
ITOM Software Management
No one will ever know your business and culture better than an employee
Risk of attrition
Can often be the easiest way to procure help
Tribal knowledge is hard to scale or replace
Can be perceived as cheaper
Technical resources that are process aware, able to lead in design, AND enhance your software are rare
Typically the easiest to sell internally
No contractual obligation to quality or recourse if quality goals or SLAs are not met
Many unknowns related to quality and proficiency in hiring outside resources
Constrained ability to handle a surge of work
Unsustainable cost structure
Tribal knowledge that will leave
Long procurement lead time may result in delayed outcomes
Strong leadership in process and software design
May require a project and all the work, and risk, required to request and obtain Capital Expenditure (CapEx) funding
Contractual performance obligation
Easy to replace
Lower cost than hiring, training, and retaining new talent
Will still require you to hire talent in order to enhance your software
Lack of strategic leadership
Scope can sometimes be unclear and additional cost can be incurred for “out of scope” items
Can use existing Operational Expenditure (OpEx) funding
Strong contractual commitments to system performance and outcomes
All the benefits of consulting leadership without the risk of losing tribal knowledge
Changes in the ways we buy and use products are transforming the world we live in, from how we listen to music and watch TV, to how we make dinner, to how we get from place to place. This same transition is happening in IT software services.
How are you staying ahead of the curve?