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The ISM Method: Past, Present and Future of IT Service Management, by Wim Hoving, IT Service Management, Jan Van Bon
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The book The ISM Method: Past, Present and Future of IT Service Management describes a revolutionary approach on how to successfully implement IT service management (ITSM) in an easier, faster, cheaper, and especially more effective way.
In the book, the lessons of 30 years are used to put an end to the chaos and complexity of ineffective ITSM projects. Based on simple paradigms, a single and compact solution is described for the integrated service management with People, Process and Product. This is not achieved by setting ITIL or ASL aside, but by rearranging the many valuable elements of these frameworks into a simple logical structure, and filling the gaps. Although the paradigms are explained extensively in the book, the solution is very practical and has been proven in recent years in dozens of projects with small and large organizations.
This publication describes the implementation method, with a strong focus on quality assurance and cultural change, a comprehensive definition list, and an example of a compact process model.
- Sales Rank: #3443545 in Books
- Published on: 2012-11-29
- Binding: Paperback
- 220 pages
Most helpful customer reviews
4 of 4 people found the following review helpful.
Back to the Future...of ISM
By Amazon Customer
The year I started in my Computer Science degree in 1974 was also the final year for the first ever graduating class in Computer Science at my university. From 1974-78, all but one of my Computer Science courses were done using punched cards.
Around the same time as I was starting on what has now become a 35 year career (and counting) IBM was defining and using what they referred to as their "yellow books". These books described "A Management System for the Information Business" which became their Information Systems Architecture (ISMA) in 1979. Some of the practices covered included:
* Managing IT services, IT processes, the IT organization, technology and information
* The business perspective and the management perspective
* Configuration, change and release management
* Project management
* Problem control and management
* Service level management and service marketing
* Availability management and the CFIA (Component Failure Impact Analysis)
* Capacity management
* Financial management
* Infrastructure management
* Application management
* The management system
* IT services
* IT systems planning and monitoring
* Process and management system assessments, assessment techniques and audit planning.
Over the past 35 years, while the sophistication and capabilities of our technology has grown exponentially beyond anything we could have possibly imagined in 1974, surprisingly our practices for managing IT have not. For a time our practices certainly became more complex as the "yellow books" got rolled into ITIL V1 in 1988, which became V2 ten or so years later, then V3 in 2007, of course the most recent 2011 version which has unleashed yet another round of debates as to what really is the definition of a Service. Really? After 35 years we still can't agree on what a Service is actually all about?
This descent into IT operations complexity coincided with the explosion in other areas of IT complexity that begat all the bodies of knowledge (BoKs) (PMBOK, BABOK, SWEBOK, etc.) and the plethora of other methods and tools to support it all. Complexity yes, sophistication not so much.
Now the pendulum seems to swinging towards less complexity, more simplicity and ultimately, in my mind, more sophistication as Agile and Lean practices are overtaking the BoKs and a recently released book called the "The ISM Method: Past, Present and Future of IT Service Management" by Hoving and Van Bon is taking Service Management back to its roots in focusing on the core processes required to run IT. Simplicity is back in vogue.
The first section of the ISM takes us on a journey of the history of IT Service Management from ISMA at IBM in 1979, Looijen's triple management model in 1986 (information, application, and technical management), ITIL V1 in 1988, Prince2, COBIT, BS15000 (precursor to ISO 20000), MOF, ITIL V2, ISM (first introduced in 2007), etc., all the way up to ITIL 2012.
And what a journey is has been! All of the above (save for ISM) were primarily presented as "models", namely reference models, not implementation models. Hoving and van Bon rightly point out that "It also appears that none of the models cover all of the aspects that are required to implement a model. In particular, support by associated products, organizational integration, and attention to culture are not sufficiently present". That is, has been, and always will be the rub for reference models - great in theory, not so great in what they have to say about how they get to be in every day practice.
It is quite interesting that ITIL was purported to be a set of "best practices" in V2 and was elevated to the level of "good practices" by the V3 authors. I'll let you think about that for a moment and draw your own conclusions based on Hoving and van Bon's assertions above.
They go on to say that what has been missing is an implementation method; "A method is characterized by a way of thinking, a way of modelling, a way of working, a way of managing, and way of support. None of the models discussed score on all points". ISM is offered as just such a method.
Chapter two looks at the state of the ITSM practice today by focusing on what the customer wants from ITSM, which they describe as having "access to information delivery that provides his/her business with functionality as required. Furthermore, the customer wants to be supported in using the delivered functionality" which gets even more simply stated as "An IT Service is the delivery of functioning IT functionality".
Much of the rest of the chapter details the basic requirements of a customer (demand), a provider (supply), and for an ITSM framework as well as the scope of an ITSM framework, a justification or standardization, and the inspiration that led to the creation of the ISM method.
Chapter 3 is about the future and gets into the specifics of the ISM and states that it is "designed to improve IT Service Delivery through structuring, standardizing, and simplifying ITSM" based on their experiences over many years that "ITIL implementations had little or no success". In some cases these projects have spanned 15-20 years as IT shops have tried to implement each successive version of ITIL and "have only process descriptions that are hardly known among their staff and are rarely used as they were meant to be, let along yielding any demonstrable results". ISM is presented as a method to take full advantage of the opportunities presented by standardization. ISM is also meant to simplify and to devolve decisions making to the people doing the work rather than having overly detailed process steps that are difficult to apply in the hectic world of day-to-day IT operations.
This is a very similar approach to how Agile works in the product/software development space - have simple processes that allow those doing the work to make in-situ decisions. Simple but holistic is good, especially when you are pressed for time and need to make critical operational decisions. Enable your people and then trust them to do the right things is a key message - one that is also starting to emerge in other domains and areas of modern work. The chapter then addresses the development and basic structure of ISM, and the choices that resulted in the ISM method being created.
The last two chapters describe the practical (read applied side) of ISM including a detailed step-by-step description of the method which includes objectives, definitions, sub-processes and steps, interfaces, management, the organization, and the tooling for all six processes that make up the method (Service Level Management, Quality Management, Change Management, Incident Management, Configuration Management, and Operations Management). Each process is described using simple flow charts with descriptions (using the attributes listed above) - no BPMN here. And therein lies it simplicity. The goals for each are clearly expressed in one sentence each. Sub-processes are identified and each flow chart box is described.
I would call the above process list as the "vital few" ITSM processes, that if done well, would enable any IT operations group or IT service provider to delight its customers as they quite simply want "the delivery of functioning IT functionality". It's when we try to do more than that, or try to do things the customer does not value that we get ourselves and our customers in trouble.
According to the ISM Portal, the ISM has a host of tool vendors that provide out-of-the-box support for the method and the claim is that ISM can be up and running in most shops in 3-4 months. This should be a claim to easily validate through customer references. If it is as claimed, then for any organization that wants actioned ITSM as opposed to yet more failed ITIL projects, the ISM Method is more than worth a casual look. In any event, the book is an easy read, and if you want to skip the part that talks about all the failed models and jump straight to the part that talks about a method that works then start reading at Chapter 2.
ISM is bringing IT back to its roots - simplicity is a good thing and as da Vinci said, it is the ultimate form of sophistication. The ITSM journey was long, painful, and incredibly expensive for most organizations in the host of failed ITIL projects masquerading as ITSM. There is no longer a need to continue to propagate these failures - but you need to focus on the vital few. This is the mantra in Agile and Lean and in the radical management practices now happening in leading organizations like Amazon, Apple, Google, W.L. Gore, and Zappos.
In the same vein as DevOps and Lean IT, I think "The ISM Method: Past, Present and Future of IT Service Management" should be a must read for anyone in IT operations who cares about understanding what customers actually want and have the courage to start delivering it.
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