␡
- Management Reference Guide
- Table of Contents
- Introduction
- Strategic Management
- Establishing Goals, Objectives, and Strategies
- Aligning IT Goals with Corporate Business Goals
- Utilizing Effective Planning Techniques
- Developing Worthwhile Mission Statements
- Developing Worthwhile Vision Statements
- Instituting Practical Corporate Values
- Budgeting Considerations in an IT Environment
- Introduction to Conducting an Effective SWOT Analysis
- IT Governance and Disaster Recovery, Part One
- IT Governance and Disaster Recovery, Part Two
- Customer Management
- Identifying Key External Customers
- Identifying Key Internal Customers
- Negotiating with Customers and Suppliers—Part 1: An Introduction
- Negotiating With Customers and Suppliers—Part 2: Reaching Agreement
- Negotiating and Managing Realistic Customer Expectations
- Service Management
- Identifying Key Services for Business Users
- Service-Level Agreements That Really Work
- How IT Evolved into a Service Organization
- FAQs About Systems Management (SM)
- FAQs About Availability (AV)
- FAQs About Performance and Tuning (PT)
- FAQs About Service Desk (SD)
- FAQs About Change Management (CM)
- FAQs About Configuration Management (CF)
- FAQs About Capacity Planning (CP)
- FAQs About Network Management
- FAQs About Storage Management (SM)
- FAQs About Production Acceptance (PA)
- FAQs About Release Management (RM)
- FAQs About Disaster Recovery (DR)
- FAQs About Business Continuity (BC)
- FAQs About Security (SE)
- FAQs About Service Level Management (SL)
- FAQs About Financial Management (FN)
- FAQs About Problem Management (PM)
- FAQs About Facilities Management (FM)
- Process Management
- Developing Robust Processes
- Establishing Mutually Beneficial Process Metrics
- Change Management—Part 1
- Change Management—Part 2
- Change Management—Part 3
- Audit Reconnaissance: Releasing Resources Through the IT Audit
- Problem Management
- Problem Management–Part 2: Process Design
- Problem Management–Part 3: Process Implementation
- Business Continuity Emergency Communications Plan
- Capacity Planning – Part One: Why It is Seldom Done Well
- Capacity Planning – Part Two: Developing a Capacity Planning Process
- Capacity Planning — Part Three: Benefits and Helpful Tips
- Capacity Planning – Part Four: Hidden Upgrade Costs and
- Improving Business Process Management, Part 1
- Improving Business Process Management, Part 2
- 20 Major Elements of Facilities Management
- Major Physical Exposures Common to a Data Center
- Evaluating the Physical Environment
- Nightmare Incidents with Disaster Recovery Plans
- Developing a Robust Configuration Management Process
- Developing a Robust Configuration Management Process – Part Two
- Automating a Robust Infrastructure Process
- Improving High Availability — Part One: Definitions and Terms
- Improving High Availability — Part Two: Definitions and Terms
- Improving High Availability — Part Three: The Seven R's of High Availability
- Improving High Availability — Part Four: Assessing an Availability Process
- Methods for Brainstorming and Prioritizing Requirements
- Introduction to Disk Storage Management — Part One
- Storage Management—Part Two: Performance
- Storage Management—Part Three: Reliability
- Storage Management—Part Four: Recoverability
- Twelve Traits of World-Class Infrastructures — Part One
- Twelve Traits of World-Class Infrastructures — Part Two
- Meeting Today's Cooling Challenges of Data Centers
- Strategic Security, Part One: Assessment
- Strategic Security, Part Two: Development
- Strategic Security, Part Three: Implementation
- Strategic Security, Part Four: ITIL Implications
- Production Acceptance Part One – Definition and Benefits
- Production Acceptance Part Two – Initial Steps
- Production Acceptance Part Three – Middle Steps
- Production Acceptance Part Four – Ongoing Steps
- Case Study: Planning a Service Desk Part One – Objectives
- Case Study: Planning a Service Desk Part Two – SWOT
- Case Study: Implementing an ITIL Service Desk – Part One
- Case Study: Implementing a Service Desk Part Two – Tool Selection
- Ethics, Scandals and Legislation
- Outsourcing in Response to Legislation
- Supplier Management
- Identifying Key External Suppliers
- Identifying Key Internal Suppliers
- Integrating the Four Key Elements of Good Customer Service
- Enhancing the Customer/Supplier Matrix
- Voice Over IP, Part One — What VoIP Is, and Is Not
- Voice Over IP, Part Two — Benefits, Cost Savings and Features of VoIP
- Application Management
- Production Acceptance
- Distinguishing New Applications from New Versions of Existing Applications
- Assessing a Production Acceptance Process
- Effective Use of a Software Development Life Cycle
- The Role of Project Management in SDLC— Part 2
- Communication in Project Management – Part One: Barriers to Effective Communication
- Communication in Project Management – Part Two: Examples of Effective Communication
- Safeguarding Personal Information in the Workplace: A Case Study
- Combating the Year-end Budget Blitz—Part 1: Building a Manageable Schedule
- Combating the Year-end Budget Blitz—Part 2: Tracking and Reporting Availability
- References
- Developing an ITIL Feasibility Analysis
- Organization and Personnel Management
- Optimizing IT Organizational Structures
- Factors That Influence Restructuring Decisions
- Alternative Locations for the Help Desk
- Alternative Locations for Database Administration
- Alternative Locations for Network Operations
- Alternative Locations for Web Design
- Alternative Locations for Risk Management
- Alternative Locations for Systems Management
- Practical Tips To Retaining Key Personnel
- Benefits and Drawbacks of Using IT Consultants and Contractors
- Deciding Between the Use of Contractors versus Consultants
- Managing Employee Skill Sets and Skill Levels
- Assessing Skill Levels of Current Onboard Staff
- Recruiting Infrastructure Staff from the Outside
- Selecting the Most Qualified Candidate
- 7 Tips for Managing the Use of Mobile Devices
- Useful Websites for IT Managers
- References
- Automating Robust Processes
- Evaluating Process Documentation — Part One: Quality and Value
- Evaluating Process Documentation — Part Two: Benefits and Use of a Quality-Value Matrix
- When Should You Integrate or Segregate Service Desks?
- Five Instructive Ideas for Interviewing
- Eight Surefire Tips to Use When Being Interviewed
- 12 Helpful Hints To Make Meetings More Productive
- Eight Uncommon Tips To Improve Your Writing
- Ten Helpful Tips To Improve Fire Drills
- Sorting Out Today’s Various Training Options
- Business Ethics and Corporate Scandals – Part 1
- Business Ethics and Corporate Scandals – Part 2
- 12 Tips for More Effective Emails
- Management Communication: Back to the Basics, Part One
- Management Communication: Back to the Basics, Part Two
- Management Communication: Back to the Basics, Part Three
- Asset Management
- Managing Hardware Inventories
- Introduction to Hardware Inventories
- Processes To Manage Hardware Inventories
- Use of a Hardware Inventory Database
- References
- Managing Software Inventories
- Business Continuity Management
- Ten Lessons Learned from Real-Life Disasters
- Ten Lessons Learned From Real-Life Disasters, Part 2
- Differences Between Disaster Recovery and Business Continuity , Part 1
- Differences Between Disaster Recovery and Business Continuity , Part 2
- 15 Common Terms and Definitions of Business Continuity
- The Federal Government’s Role in Disaster Recovery
- The 12 Common Mistakes That Cause BIAs To Fail—Part 1
- The 12 Common Mistakes That Cause BIAs To Fail—Part 2
- The 12 Common Mistakes That Cause BIAs To Fail—Part 3
- The 12 Common Mistakes That Cause BIAs To Fail—Part 4
- Conducting an Effective Table Top Exercise (TTE) — Part 1
- Conducting an Effective Table Top Exercise (TTE) — Part 2
- Conducting an Effective Table Top Exercise (TTE) — Part 3
- Conducting an Effective Table Top Exercise (TTE) — Part 4
- The 13 Cardinal Steps for Implementing a Business Continuity Program — Part One
- The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Two
- The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Three
- The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Four
- The Information Technology Infrastructure Library (ITIL)
- The Origins of ITIL
- The Foundation of ITIL: Service Management
- Five Reasons for Revising ITIL
- The Relationship of Service Delivery and Service Support to All of ITIL
- Ten Common Myths About Implementing ITIL, Part One
- Ten Common Myths About Implementing ITIL, Part Two
- Characteristics of ITIL Version 3
- Ten Benefits of itSMF and its IIL Pocket Guide
- Translating the Goals of the ITIL Service Delivery Processes
- Translating the Goals of the ITIL Service Support Processes
- Elements of ITIL Least Understood, Part One: Service Delivery Processes
- Case Study: Recovery Reactions to a Renegade Rodent
- Elements of ITIL Least Understood, Part Two: Service Support
- Case Studies
- Case Study — Preparing for Hurricane Charley
- Case Study — The Linux Decision
- Case Study — Production Acceptance at an Aerospace Firm
- Case Study — Production Acceptance at a Defense Contractor
- Case Study — Evaluating Mainframe Processes
- Case Study — Evaluating Recovery Sites, Part One: Quantitative Comparisons/Natural Disasters
- Case Study — Evaluating Recovery Sites, Part Two: Quantitative Comparisons/Man-made Disasters
- Case Study — Evaluating Recovery Sites, Part Three: Qualitative Comparisons
- Case Study — Evaluating Recovery Sites, Part Four: Take-Aways
- Disaster Recovery Test Case Study Part One: Planning
- Disaster Recovery Test Case Study Part Two: Planning and Walk-Through
- Disaster Recovery Test Case Study Part Three: Execution
- Disaster Recovery Test Case Study Part Four: Follow-Up
- Assessing the Robustness of a Vendor’s Data Center, Part One: Qualitative Measures
- Assessing the Robustness of a Vendor’s Data Center, Part Two: Quantitative Measures
- Case Study: Lessons Learned from a World-Wide Disaster Recovery Exercise, Part One: What Did the Team Do Well
- (d) Case Study: Lessons Learned from a World-Wide Disaster Recovery Exercise, Part Two
This article describes how to conduct an IT feasibility analysis using the guidelines of the IT Infrastructure Library (ITIL). One of the first activities a project manager performs in preparing a proposal for a new IT service is a feasibility analysis. The intent of such an analysis is to provide to executive sponsors answers to basic questions about the project such as:
- What problem will it solve?
- What other benefits will it provide?
- What is the total cost of doing it?
- What is the impact of not doing it?
- Can it be done in a reasonable time-frame?
- How much will it cost to maintain?
There are dozens of other issues associated with a feasibility analysis, including IT architectures, impact to IT infrastructures, testing, training and documentation. Various institutes and organizations offer guidelines as to how a feasibility analysis should be performed and formatted, including the Project Management Institute (PMI).
But there has been little written on the ITIL prescription for such an analysis. This is partly due to the fact that feasibility is not covered in the initial ITIL Fundamentals or Practitioner courses, but is dealt with in some detail in the Service Manager courses leading to the Master's certification.
This article will cover the 12 steps that the ITIL framework specifically prescribes for a feasibility analysis. More and more IT professionals are becoming certified as ITIL Service Managers, and part of this certification requires a full understanding and strict adherence to the ITIL prescription for a feasibility analysis. Figure 1 below lists these 12 steps. Each is described in the following section.
Description of the 12 Steps of an ITIL Feasibility Analysis
- Introduction – This brief step describes the contents and intent of the overall feasibility analysis, including how the report is organized, its purpose and its intended audience.
-
Management Summary – This step summarizes in very simple
terms and in a very succinct manner what the other steps of the analysis will
describe in more detail. The intent of this step is to provide a quick overview
of pertinent information about the proposal and the feasibility of the service
becoming a reality.
1. Introduction
2. Management Summary
3. Background to the Project
4. Objectives
5. Situation
6. Benefits
7. Problems and Risks
8. Technical Requirements
9. Options
10. Cost/Benefit Analysis
11. Financial/Budget Implications
12. Recommendations
Figure 1 ITIL Feasibility Study Steps
- Background to the Project – Usually there are factors leading up to the idea of proposing this new service. This step describes those factors such as new customer needs, government regulations or corporate acquisitions or mergers.
- Objectives – The objectives describe the high level business purposes of the service. These should be expressed in a manner that supports long-range management goals. For example, if such a goal is to become a leader in automated underwriting, and this new service will directly support that goal then describe the service in those terms.
- Situation – This step describes the present condition as it currently exists without the service in place. The intent here is to highlight the need for the proposed service, and what the impact will be of not approving the service.
- Benefits – The benefits step is interesting in the ITIL framework in that it differs from the objective step, and also from the cost/benefit step. Where the objective step focused on support of long-range management goals, this step focuses on the more immediate benefits of the new service, including quick wins, improved customer satisfaction and increased productivity. This step differs from the cost benefit step in that less emphasis is placed here on financial benefits than on business benefits.
- Problems and Risks – The development, design and deployment of any new IT service will have potential problems and risks associated with it. These may range from new technologies, to complex integrations, to lack of user support, or a shortage of resources. This step identifies and assesses the likelihoods and impacts of these issues, as well as proposing mitigation strategies for them.
- Technical Requirements – These requirements include selecting the proper platform, operating system, database architecture, network structures and the tools necessary to operate and optimize the proposed service.
- Options – One of the universal laws of business leaders is that managers love options. The ITIL framework recommends that a feasibility analysis include several alternatives to the specific service being proposed. Advantages and disadvantages of each option, including costs, should be part of this step.
- Cost/Benefit Analysis – This step identifies the total costs of developing, designing, deploying and maintaining the new service. Costs include hardware, software, facilities and labor. These costs are then compared to the financial benefits the new service will provide. This step should also include the eventual return on investment (ROI) and the break-even point at which time the financial savings of the new service exceeds the total cost of development and deployment.
- Financial/Budget Implications – Once the overall costs of the new service is agreed upon, the budgeting for it needs to be arranged. This may result in adding more dollars to the budget, or re-arranging priorities and reducing budget in other areas to accommodate these costs.
- Recommendations – This final step is to present detailed recommendations as to how the project may be budgeted and scheduled, and whether or not it will be deployed in phases or all at once.
Summary
In this article I presented and discussed the 12 steps that the IT Infrastructure Library (ITIL) prescribes for conducting a feasibility analysis. Such an analysis is one of the first activities a project manager will perform in preparing a proposal for a new IT service. A thorough understanding of the intent and sequence of each of these steps is a requirement for becoming certified as an ITIL Service Manager. But beyond that, it is helpful for project managers to be familiar with different approaches to feasibility analysis to enable them to select the specific structure and format that works best in their particular situations.