STEP 1: Set Up, Discovery & Due Diligence - 9 Point Checklist to Developing & Implementing your Service Management Model

Part of a 10 part series

· Due diligence,Project Management

This article goes into some of the detail as to how to go about the prelim work that needs to be done before developing and implementing your Service Management Model. 

The previous post provided a High Level 12 Point Service Management Checklist to transition from an inward focus to transforming to a new role of an IT Service Provider.

Implementing your service management model can be tricky, however, this 9-point checklist will set you off to a good start.

Due diligence and preliminary tasks when developing a new service management model

Preliminary tasks

  1. Set up the project and appoint a project manager
  2. Identify internal and external stakeholders and sponsors and start engaging with them through early stage preliminary internal workshops

Due Diligence & Discovery - Current State Analysis 

  1. Run an asset audit - how many of each asset do you have, and where are they? – in this example I’m talking about PCs, laptops, servers, widgets and related items
  2. What is the current service model – who is supported and how? What time is support available, in what way and by whom?
  3. Who are the current suppliers and in what state are the contracts?
  4. What is the level of maturity in terms of documented processes, reports, controls, knowledge? Review the documents and artefacts.  Sight them yourself.
  5. What products and services are out of support? What maintenance is required at end of life for those products and services and what compelling events are scheduled?
  6. Identify the pain points in the current model.  How can they be eased or mitigated?
  7. What are the known metrics? Review incoming call volumes, number of defects, total headcount, open backlog and customer satisfaction.  Document these as a benchmark


Insight 1: a large global organisation had perfected discovery and due diligence down to a fine art. 

Complete with templates and checklists, they were able to go into companies they had acquired, and quickly and easily determine how much, what, where, the overlaps and the gaps, then move quickly to address them.

They were in the habit of realising the benefits of their aquistions within 6 months if not a quarter

Insight 2: a project transitioning and on-boarding a new customer did not have this type of activity institutionalised.

Close to going live they discovered a remote location had been overlooked. Not only did they have to rush to include it, it had a significant impact on the resourcing and the overall business case. 

Re-establishing credibility with the customer was a major repair job. 

Net nett: 

Do the discovery and due diligence upfront, it will help you cost not just the project, but also the BAU effort & resourcing as you work out the new service management solution and model.... and how to get there.

I can not emphasise the importance of this exercise enough !

Coming up next: Service Management Design & Strategy, Commercials & Financials, Partners, Customers, People, Processes and Tools.

There are more than a few nuances as organisations undertake the journey to transformation, digital or otherwise. Service Management is a key component to success.

Sunit Prakash has had many successes in organisational transformation on a global and local scale.

More importantly he bears the battle scars from the many lessons learnt. Don’t be one of the walking wounded - or worse. Call him and head off some of the challenges before you even get to the pass.

#ITIL #ITSM #ServiceManagement #Discovery #DueDiligence #AsIs #CurrentState