Modelo para avaliação do nível de maturidade de processos ITIL

1. ITSM Maturity Model
1- Ad Hoc 2 - Repeatable 3 - Defined 4 - Managed 5 - Optimizing
Incident • No standardized incident • Policies governing incident • Incident management process • Policies, procedures and • Incident management process
management management process exists management are published is aligned to ITIL framework process formally reviewed for continuously reviewed for
• Incident management and enforced • Interrelationships between and continued applicability (on a improvement opportunities
procedures are ad hoc • Incident management process among other ITIL processes set schedule; i.e., every six • Regression analysis applied to
• No formal, written standard is established and followed and functions are clearly months) KPIs; gap analysis and root
procedures, or procedures are • Formal written procedures that defined and understood by all • Process monitored for gaps cause investigated when actual
out of date or not followed are up-to-date and followed incident management roles and inefficiencies values are not equal to
• Lack of, or unenforced • Roles and responsibilities • Clear interface between • Costs per incident – by service forecasts
policies governing incident have been clearly defined and incident management and – known and continuously
management assigned problem management tracked
• Incident urgency, impact and • Incident urgency, impact and (problem/known error • Reconciliation of conflicting
priority arbitrarily assigned priority classes are clearly database information available goals between incident and
• No single owner of the defined and used in a to incident management) problem management
process consistent manner • OLAs between and among • Complete alignment between
• Existing tools are either • Incident lifecycle established other process areas and incident and service level
inadequate or not used to full • Incident sources are captured functions established management
capabilities and documented • Incident lifecycle KPIs • User satisfaction measured
• Incident sources are not • Key performance indicators measured: and tracked
captured for resolving incidents are ü total number of incidents • Trend analysis of all KPIs and
• Cannot determine whether all employed and tracked ü average resolution time process parameters
incidents are either reported or (response and resolution ü average resolution time, by • Known costs of each incident
captured targets based on urgency, priority by service broken out by CI
impact and priority; first call ü averages resolved within and urgency
resolution rates tracked) SLAs
• Single point of process ü percentage of incidents
ownership resolved by first-line support
• Hierarchical and functional (without routing)
escalation paths established ü number of incidents (or
• Incident resolution progress is percentage) with initial
monitored incorrect classification
• Knowledgebase established ü number of incidents (or
and employed percentage) routed incorrectly
• Incidents with an unknown • Procedures in place to manage
root cause are passed to incident backlogs
problem management • Incidents are correlated to
• Automated tool in place to changes
support incident management • Clear interface between
and capabilities and functions incident management and
are being properly used service level management
• Integration of incident
management tools and
automated monitoring tools

2. 1- Ad Hoc 2 - Repeatable 3 - Defined 4 - Managed 5 - Optimizing
Problem • No standardized problem • Clear differentiation between • Problem management process • Policies, procedures and • Problem management process
management management process exists incidents and problems – all is aligned to ITIL framework process formally reviewed for continuously reviewed for
• Problem management incidents that cannot be • Interrelationships between and continued applicability (on a improvement opportunities
procedures are ad hoc resolved or have an unknown among other ITIL processes set schedule; i.e., every six • Regression analysis applied to
• No formal, written standard root cause trigger the problem and functions are clearly months) KPIs; gap analysis and root
procedures, or procedures are management process defined and understood by all • Process monitored for gaps cause investigated when actual
out of date or not followed • Policies governing problem problem management roles and inefficiencies values are not equal to
• Lack of, or unenforced management are published • Clear interface between • Trend analysis of problems forecasts
policies governing problem and enforced problem management and fed to availability and capacity • Proactive posture – MTBF
management • Problem management process incident management management data from availability
• Root cause analysis is not is established and followed (problem/known error • Costs of problem management management used to predict
performed on incidents that do • Formal written procedures that database information available activities are known and are problems and proactively
not have a known root cause are up-to-date and followed to incident management) linked to CIs address them
• Known errors and • Roles and responsibilities • Problem management • . • CIs with identified high
workarounds are not published have been clearly defined and database is integrated with incident or problem rates are
• Organization does not assigned CMDB flagged and analyzed to
distinguish between incidents • Problem classification criteria • Known error elimination is support financial, service
and problems is established and employed tracked and weekly status continuity and availability
• No single owner of the (i.e., category, impact, reports of outstanding KEs, management process goals
process urgency, priority & status) action taken to date and ETCs
• Existing tools are either • Single owner of process for each.
inadequate or not used to full • Problems are investigated to • Formal and structured analysis
capabilities determine root cause techniques are made a part of
• Known errors and SOP and employed
workarounds are documented • Recurring problems are
and added to the tracked and analyzed for root
knowledgebase causes
• Clear path of advancing
problems to known errors
• RFCs are raised when
applicable to resolve known
errors
• Problem database is
maintained and up to date
• Automated tools in place to
support the problem
management process with
linkage between incident
records and problem tickets.
Change • No standardized change • Policies governing change • Change management process • Policies, procedures and • Change management process
management process exists management are published is aligned to ITIL framework process formally reviewed for continuously reviewed for
management
• Change management and enforced • Interrelationships between and continued applicability (on a improvement opportunities
procedures are ad hoc • Change management process among other ITIL processes set schedule; i.e., every six • Regression analysis applied to
• No formal, written standard is established and followed and functions are clearly months) KPIs; gap analysis and root

3. 1- Ad Hoc 2 - Repeatable 3 - Defined 4 - Managed 5 - Optimizing
procedures, or procedures are • Formal written procedures that defined and understood by all • Process monitored for gaps cause investigated when actual
out of date or not followed are up-to-date and followed change management roles and inefficiencies values are not equal to
• Lack of, or unenforced • Roles and responsibilities • Clear interface among change, • Costs of changes known for forecasts
policies governing change have been clearly defined and release, configuration, incident each CI • Analysis of problems and
management assigned and problem management • Integration of change incidents triggering changes to
• Changes are made without • A change manager has been • All process circumventions management tool and CMDB determine opportunities for
impact analysis and/or assigned and is the process are visible • Time values established for infrastructure improvement.
approval owner • Additional KPIs are tracked, change implementations by CI • Proactively finding cost
• No clear definition of what • A CAB is chartered and including: to more accurately forecast savings/avoidance
constitutes a change members identified ü rate at which changes are implementation costs and opportunities in
• Changes often require • Changes are classified by implemented (aggregate and schedules. implementations by CI
backouts or trigger incidents type, priority and severity by CI) • Incorporation of known CI
• No single owner of the • Changes are assessed before ü number of rejected changes MTBF into predict problems
process (change manager) submission to the CAB • Graphing and trending of KPIs and associated changes
• Lack of a CAB • CIs associated with RFCs are established • Incorporation of capacity
• Existing tools are either clearly identified • PIR lessons learned are trending to predict changes
inadequate or not used to full • Changes are linked to published to promote process
capabilities incidents and problems improvement
• RFCs have clearly defined
implementation,
communication and backout
plans
• PIRs are performed when
changes are made to resolve
an incident, problem or known
error, and when the change is
backed out or deviates from
the implementation plan
• The CMBD is updated before
the change is closed out
• A centralized, automated
change management tool is in
use
• KPIs are established and
tracked. Example KPIs
include:
ü number of changes
implemented in a period
(overall and per CI-category)
ü list of the causes of changes
and RFCs
ü number of successfully
implemented changes
ü number of back-outs and their
reasons
ü number of incidents related to

4. 1- Ad Hoc 2 - Repeatable 3 - Defined 4 - Managed 5 - Optimizing
implemented changes
Configuration • No standardized configuration • Policies governing • Configuration management • Auto-discovery and • Configuration management
management management process exists configuration management are process is aligned to ITIL monitoring tools integrated process continuously reviewed
• Configuration management published and enforced framework into CMDB for improvement opportunities
procedures are ad hoc • Configuration management • Interrelationships between and • CI and asset lifecycle costs are • Regression analysis applied to
• No formal, written standard process is established and among other ITIL processes tracked KPIs; gap analysis and root
procedures, or procedures are followed and functions are clearly • Configuration management cause investigated when actual
out of date or not followed • Formal written procedures that defined and understood by all tightly integrated with IT values are not equal to
• Lack of, or unenforced are up-to-date and followed configuration management service continuity forecasts
policies governing • Roles and responsibilities roles management and financial • MTBF established for each CI
configuration management have been clearly defined and • Clear interface among IT management to support availability and
• No CMDB, or CMDB is assigned service continuity, change, financial management
inadequate • A configuration manager has configuration, incident and processes
• Asset focus vs. CI focus been assigned and is the problem management • Incidents and problems
• No relationships between and process owner • Status monitoring and associated with CIs analyzed
among CIs defined or • CMDB has been established, verification audits are to support reliability analysis
relationships are inaccurate or populated and has proper performed by availability management,
out of date relationships between and • There is a reconciliation and TCO and vendor
• Changes are made without among CIs procedure to managed rectify performance by financial
updating CIs • Clear distinction between discrepancies among the management
• No Configuration Manager assets and CIs. CMDB, asset repository, DHS
assigned • An asset repository, definitive and DSL, and physical CIs
• CMDB, if it exists, is not hardware store (DHS) and • The following KPIs, at a
useful to IT Service definitive software library minimum, are tracked:
Continuity Management (DSL) have been established ü delta report - number of
process and process owner • Control by the configuration observed differences between
manager is established by the CMDB and the actual
ensuring that the CMDB is infrastructure systems that
always up-to-date, and that no were found during an audit.
CI is added, changed, replaced ü number unauthorized changes
or removed without to CIs found during an audit.
appropriate documentation ü number of assets that could
(completed change request, not be located during audits.
invoices for new CIs, ü number of CIs that could not
notification of retiring assets, be located during verification
etc.) audits.
• CMDB is available to change ü Number of CIs that were
management roles to assist in discovered during an audit that
assessing changes did not match attributes
• CMDB is updated after every recorded in the CMDB (i.e.,
change wrong software license,
• CMDB has sufficient level of different physical or logical
detail to support IT service location, different capacity,
continuity management etc.)

5. 1- Ad Hoc 2 - Repeatable 3 - Defined 4 - Managed 5 - Optimizing
Release • No standardized release • Policies governing release • Release management process • Tracking the following KPIs • Release management process
management management process exists management are published is aligned to ITIL framework and quality metrics: continuously reviewed for
• Release management and enforced • Interrelationships between and ü number of discrepancies improvement opportunities
procedures are ad hoc • Release management process among other ITIL processes discovered in release notes, • Regression analysis applied to
• No formal, written standard is established and followed and functions are clearly build analysis, installation KPIs; gap analysis and root
procedures, or procedures are • Formal written procedures that defined and understood by all manual(s) and/or defects in cause investigated when actual
out of date or not followed are up-to-date and followed release management roles media or equipment during values are not equal to
• Lack of, or unenforced • Roles and responsibilities • Clear interface between release process forecasts
policies governing release have been clearly defined and release and change ü time in minutes that • Continuously evaluating new
management assigned management maintenance window is tools and techniques for
• No Release Manager assigned • A release manager has been • All process circumventions exceeded during the release quality, build and release
• No automated release tools to assigned and is the process are visible process activities
promote and release owner • Releases are packaged ü number of post release • Forecasting the impact of new
• The release manager is a whenever possible incidents reported within 48 releases to availability and
permanent member of the hours of release capacity management (i.e.,
CAB ü number release back-outs network bandwidth, memory,
• Close integration with the required CPU cycles, etc.).
configuration management • Release management KPIs • Analysis and trending of post
process to assure that the DSL and metrics are used to release incidents, problems
and DHS are up-to-date and improve CI sources (i.e., and changes to predict support
accurate development, technical teams and financial ramifications
• Established build and testing and architects, vendor
environments, and where management)
applicable automated release • Release management KPIs are
tools are employed (i.e., aligned to service level
Serena Mover, Microsoft management
SMS, etc.), and testing tools
• All releases are performed
within the change
management process
• All releases are tested
• Rollouts are planned and
managed
• Post implementation
validation is performed on all
releases
Capacity • No standardized capacity • Policies governing capacity • Capacity management process • Modeling and advanced • Capacity management process
management management process exists management are published is aligned to ITIL framework analytical techniques continuously reviewed for
• Capacity management and enforced • Interrelationships between and employed to predict capacity improvement opportunities
procedures are ad hoc • Capacity management process among other ITIL processes impacts caused by new • Regression analysis applied to
• No formal, written standard is established and followed and functions are clearly systems and releases KPIs; gap analysis and root
procedures, or procedures are • Formal written procedures that defined and understood by all • Discovery and monitoring cause investigated when actual

6. 1- Ad Hoc 2 - Repeatable 3 - Defined 4 - Managed 5 - Optimizing
out of date or not followed are up-to-date and followed capacity management roles tools are integrated values are not equal to
• Lack of, or unenforced • Roles and responsibilities • Clear interface among • Capacity costs are proactively forecasts
policies governing capacity have been clearly defined and capacity, availability, financial managed through modeling • Internal technology and
management assigned and service level management and prediction business trends are monitored
• No Capacity Manager • A capacity manager has been • Capacity is differentiated • Continuously keeps abreast of to forecast capacity based on
assigned or capacity assigned and is the process among business, service and emergent technologies that predicted customer demand
management is decentralized owner resource and each managed improve capacity at a lower • Demand is accurately
• Capacity is not aligned to cost • Capacity requirements are tied • Clear understanding of cost forecasted and met
justification to financial management (cost business, technical and • Continuous service
• Addressing capacity is justification) and are based on operational drivers that affect improvement plan in effect
reactive availability and service level capacity
• No automated capacity management • CMDB is integrated with (or
management tools • Performance management and interfaced to) capacity
application sizing are database
integrated into capacity • Capacity management tools
planning and management can send automatic alerts to
• There are established methods the incident management tool
for determining capacity to automatically open tickets
requirements (i.e., vendor • Close coordination between
release notes, applications and capacity manager and process
systems technical manuals that and availability manager and
give sizing requirements, and process
internally-developed or • KPIs employed:
commercial tools) ü discrepancies between the
• Automated tools are used to actual and planned capacity
monitor capacity metrics utilization
• A capacity database is ü trends in the discrepancies
established ü impact on service levels
• Capacity plan is maintained
• KPIs employed:
ü expected increase/decrease of
the capacity utilization in the
short term and long term
ü thresholds that, when reached,
will require the acquisition of
additional capacity.
Availability • No standardized availability • Policies governing availability • Availability management • MTBF, MTTR and MTBSI • Availability management
management process exists management are published process is aligned to ITIL are known for every CI process continuously reviewed
management
• Availability management and enforced framework • Understanding and for improvement opportunities
procedures are ad hoc • Availability management • Interrelationships between and quantification of the costs of • Regression analysis applied to
• No formal, written standard process is established and among other ITIL processes unavailability KPIs; gap analysis and root
procedures, or procedures are followed and functions are clearly • Analysis of incident and cause investigated when actual
out of date or not followed • Formal written procedures that defined and understood by all problem records to determine values are not equal to
• Lack of, or unenforced are up-to-date and followed availability management roles threats to availability forecasts

7. 1- Ad Hoc 2 - Repeatable 3 - Defined 4 - Managed 5 - Optimizing
policies governing availability • Roles and responsibilities • Clear interface among • Closely monitors business • Proactive preparations for
management have been clearly defined and capacity, IT service requirements and SLAs to faults based on MTBF and
• No Availability Manager assigned continuity, financial and ensure that availability MTBSI statistics (ability to
assigned or availability • An availability manager has service level management management anticipates accurately forecast faults and
management is decentralized been assigned and is the • Vital business functions requirements minimize the MTTR)
• Availability is not aligned to process owner clearly defined and methods to • Modeling availability using • Actively engaged in reducing
service level management • Reliability, serviceability and assure their availability tools and advanced techniques MTTR for CIs that support
• Disconnect between IT service maintainability are addressed implemented • Cost-effectively managing vital business functions
continuity and availability • Service level management • Provides recovery criteria to maintenance
management governs the process IT service continuity • Employment of technical
• Addressing availability • Automated tools are in place management observation posts for all vital
incidents is reactive to monitor availability and • Serves on CAB to ensure that business functions that cannot
• No automated availability send alerts to incident RFCs will not adversely affect be otherwise monitored
management tools management and open tickets availability through automation or because
• System outage analysis is • Establishes availability of unresolved problems that
performed for every instance patterns for IT architecture to affect availability
of an outage ensure that the correct
• KPIs: infrastructure availability
ü detection times posture is maintained
ü response times (resilience, fault-tolerance,
ü repair times continuous operations, etc.)
ü recovery times • Proactively identifying and
ü aggregate availability statistics managing single points of
ü percentage availability failures
(uptime) per service or group • Clearly defined availability
of users plan is in place
• Uses advanced techniques,
such as Component Failure
Impact Analysis, Fault Tree
Analysis, and CCTA Risk
Analysis and Management
Method to discover
availability vulnerabilities and
to model reliability.
Service • No standardized service • Policies governing service • Service continuity • Understanding and • Service continuity
continuity continuity management continuity management are management process is quantification of the costs of management process
process exists published and enforced aligned to ITIL framework outages to each service continuously reviewed for
management • service continuity • Service continuity • Interrelationships between and supporting a vital business improvement opportunities
management procedures are management process is among other ITIL processes function • Regression analysis applied to
ad hoc established and followed and functions are clearly • Understanding and KPIs; gap analysis and root
• No formal, written standard • Formal written procedures that defined and understood by all quantification of costs cause investigated when actual
procedures, or procedures are are up-to-date and followed service continuity associated with outages from values are not equal to
out of date or not followed • Roles and responsibilities management roles the perspectives of: forecasts
• Lack of, or unenforced have been clearly defined and • Clear interface among ü regulatory compliance • Continuous service

8. 1- Ad Hoc 2 - Repeatable 3 - Defined 4 - Managed 5 - Optimizing
policies governing service assigned availability, capacity, financial ü loss of customers or customer improvement initiative in
continuity • A service continuity manager and service level management goodwill place
• No service continuity manager has been assigned and is the • Changes to availability and ü loss of market share • Uses analytical modeling tools
assigned or service continuity process owner capacity plans, or SLAs ü loss of revenue to develop and model recovery
management is assumed to be • All stakeholders have trigger updates to recovery • Closely monitors business scenarios
under the purview of BCP/DR visibility into the service plans requirements and SLAs to • Recovery scenarios live tested
• No cross-functional awareness continuity process • CMDB continuously ensure that service continuity
of service continuity • Vital business functions have monitored for changes to CIs management anticipates
initiatives been identified and used as a that are associated with requirements
• No prioritization of services to basis for service recovery services supporting vital • Recovery plans and
be recovered • Service level requirements business functions procedures are live tested on a
• Service continuity is not from SLAs, and [any] • Serves on CAB to ensure that scheduled basis
aligned to service level regulatory requirements are RFCs will not adversely affect • KPIs refined and tracked
management used as a basis for business service continuity or
• Disconnect between IT service impact analyses recoverability
continuity and availability • Risk assessments and business • Recovery plans and
management continuity strategies are in procedures are reviewed and
• No version control tool to place for all services audited on a scheduled basis
manage service continuity supporting vital business • Manages ongoing training and
plans and documents functions awareness
• Detailed recovery plans are in • KPIs established and tracked
place for services that support •
vital business functions
• Version control tool exists to
manage all plans and related
documents
Financial • No standardized financial • Policies governing financial • Financial management process • Established time values in • Financial management process
management management process exists management are published is aligned to ITIL framework place for frequently performed continuously reviewed for
• financial management and enforced • Interrelationships between and activities improvement opportunities
procedures are ad hoc • Financial management process among other ITIL processes • Activity based cost • Regression analysis applied to
• No formal, written standard is established and followed and functions are clearly management employed KPIs; gap analysis and root
procedures, or procedures are • Formal written procedures that defined and understood by all • Cost benefit analysis uses cause investigated when actual
out of date or not followed are up-to-date and followed financial management roles NPV as a key factor values are not equal to
• Lack of, or unenforced • Roles and responsibilities • Total costs of ownership are • SLAs incorporate value-based forecasts
policies governing financial have been clearly defined and known for each service charges (if charge back is • Continuous analysis of cost
management assigned • Underpinning contracts and used) drivers to find cost elimination
• No financial manager assigned • A financial manager has been associated payments are • Business has visibility into or avoidance opportunities
or financial management assigned and is the process routinely audited financial management process, • Modeling and forecasting of
activities are focused on owner • Costs of compliance known including all cost drivers key cost drivers
budget management • Budgeting and accounting and factored into total costs of associated with delivery or
• Accounting, other than budget techniques, and changing ownership support of a service
management, and charging strategies are employed • If charge backs are used a • Uses budget forecast accuracy
strategies are not used • Total costs to support or P&L is established KPI that is within statistical
• No knowledge of the total cost deliver a service are known • Costs for each service unit are control and monitored using

9. 1- Ad Hoc 2 - Repeatable 3 - Defined 4 - Managed 5 - Optimizing
to support or deliver a service • Cost benefit analysis provided in the service catalog X-Bar/R chart
• Makes acquisitions or performed for each acquisition • Additional KPIs established • Input into renewal or exercise
expenditures without a or expenditure over a defined (examples: earned value for of additional option years of
quantifiable cost benefit threshold project-based activities, underpinning contracts to
• Acquisitions or expenditures • Acquisitions and expenditures validating cost/benefit eliminate or avoid cost
not traceable to business are made to support identified assumptions after an overruns and scope creep
requirements business requirements acquisition or expenditure has • Completely aligned to all
• Tools are non-existent or • Charge backs, if used, are been made and is incorporated regulatory requirements
based on individually or group regularly audited into the service suite) • Formal governance of all
developed spreadsheets and • Basic KPIs established (i.e., acquisitions and expenditures
ledgers allocated vs. actual, over- and over a defined threshold
under-runs, number of times
supplemental funding needed)
• Standardized tools are
employed
Service level • No standardized service level • Policies governing service • Service level management • Service improvement program • Service level management
management process exists level management are process is aligned to ITIL established process continuously reviewed
management
• Service level management published and enforced framework • Customer satisfaction for improvement opportunities
procedures are ad hoc • Service level management • Interrelationships between and measured • Regression analysis applied to
• No formal, written standard process is established and among other ITIL processes • Vendor scorecards employed KPIs; gap analysis and root
procedures, or procedures are followed and functions are clearly • Cost for each service catalog cause investigated when actual
out of date or not followed • Formal written procedures that defined and understood by all unit is known values are not equal to
• Lack of, or unenforced are up-to-date and followed service level management • Reporting to customer forecasts
policies governing service • Roles and responsibilities roles contains line item showing • Service quality board
level management have been clearly defined and • Ongoing review of operational value of service level established with partnership
• Business unhappy with, or assigned level agreements, delivered between service level manager
neutral about, level of service • A service level manager has underpinning contracts and • Active involvement in and customer
provided been assigned and is the service level agreements to RFI/RFP process, and contract • SIP in continuous
• Lack of SLAs or SLAs not process owner ensure that all terms, negotiations when improvement mode based on
based on service specifications • SLAs are negotiated with each conditions, requirements and underpinning contracts affect 6-Sigma
and service level requirements customer based on: specifications continue to service level management
jointly developed with ü service level requirements reflect valid business needs • Underpinning contracts are
customer ü service level specifications • Customers have visibility into results based with penalty
• SLAs from each process area ü service quality plan the service level management clauses
presented to customers • A service catalog is process • Anticipates new business
• No operational level established and kept up to date • Performance scorecard for requirements
agreements between and • OLAs are established between each process area or function • TQM techniques employed
among process areas and and among each process area covered by an OLA developed
functions and function associated with and employed
• Lack of, or wrong, KPIs an SLA to assure service
• Vital business functions levels are delivered per
unknown or not adequately agreement
addressed • When a service is provided
• Management by personality that is based wholly on an

10. 1- Ad Hoc 2 - Repeatable 3 - Defined 4 - Managed 5 - Optimizing
instead of process underpinning contract the
service level manager uses
service level requirements and
specifications as the basis for
contract negotiation and
contract management
• SLAs governing vital business
functions are identified and
managed at a high prioriity
• All KPIs associated with an
SLA are monitored and
reported as agreed to in the
SLA and service quality plan
• SLA governs the IT/customer
relationship
Service Desk • No governing service desk • Policies governing service • Interrelationships between and • Service improvement program • Regression analysis applied to
process exists (i.e., incident desk are published and among ITIL processes and the implemented KPIs; gap analysis and root
(Function)
management) enforced service desk function are • Incidents are correlated with cause investigated when actual
• No formal, written standard • Service desk is governed by a clearly defined and understood changes values are not equal to
procedures, or procedures are process or processes (at a • Service desk performance is • Incidents are not closed forecasts
out of date or not followed minimum by the incident included in SLAs without customer concurrence • SIP in continuous
• Lack of, or unenforced management process) • Customer satisfaction surveys (although they may be marked improvement mode based on
policies governing service • Formal written procedures that are conducted, compiled and as completed) 6-Sigma
desk are up-to-date and followed reported • If the service desk is also
• Service desk is not always the • Roles and responsibilities • Customer self-service is governed by the change
initial point of contact within have been clearly defined and implemented (i.e., service management process changes
the organization for service assigned requests can be directly are not closed until PIRs have
requests or error reports – • A service desk manager has opened by customers using been completed
customers often go around the been assigned and is the email integration, web based
service desk to ‘get things function owner forms or other methods)
done’ • Provides monitoring and
• Tools are not aligned to ITIL reporting of the attainment of
Service desk function or key all service level requirements
processes such as incident associated with governing
management processes are met (i.e., if an
• Service desk assumes default SLA contains a requirement
ownership of incident that an outage to a service
management (problematic supporting a vital business
when the service desk model function is resolved in 4 hours
is a distributed service desk) or less then the service desk
would report the unfulfilled
requirement)
• Establishes basic KPIs (i.e.,
time to answer, number of

11. 1- Ad Hoc 2 - Repeatable 3 - Defined 4 - Managed 5 - Optimizing
incidents incorrectly assigned,
number of first call
resolutions)
• Tools used by the service desk
support the processes that
govern the service desk