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For IT departments who see no difference in the way they operate now under IT infrastructure library (ITIL) 3 vs ITIL 4, there should be an immediate scrutiny of the documented process and methodology of addressing customer requirements. ITIL 4 practices need to become part of the fabric when engaging the business on digital solutions as best practice can easily come from, or be influenced by, vendors outside the business. The outcome for IT is routinely playing catchup when it comes to selecting the best value IT solutions for the business and customer application.
ITIL 4 moves the conversation from simply an IT solution to a holistic framework that aligns service to business requirements. The framework incorporates the guiding principles, four dimensions of service management practices that can evolve and adapt to the increasingly digital landscape now expected by customers in a mobile, 24/7 world. Business requirements, when analysed through the ITIL 4 lens, can create responses with a supportable and reliable business case for change.
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When considering the level of Microsoft/Office and licensing, the biggest conundrum is generally around E3 versus E5 licensing. E3 licensing is closest to the capabilities organisations have had with perpetual licensing for the Office Pro suite. E5 licensing adds a slew of new services, including security, analytics, and advanced e-discovery and enterprise voice.
Chargeback of enterprise-wide ICT costs were developed to assign ICT costs to the point of usage. The outcome is twofold; it ensures the initial allocation of ICT assets and services are identifiable, and it enables reallocation of underutilised or unnecessary services. This relies on IT creating assets and services which are commodified and transferable.
A chargeback arrangement can increase tension between ICT and the department managers. Allocating all ICT costs to achieve a zero-sum IT department can exacerbate that tension. Making IT fully responsible and accountable for IT costs can create insular behaviours which stifle innovation and investments in new IT services for departments. Departments will feel entitled to explore ICT improvements without an effective relationship with IT. Creating a chargeback governance model that manages disputes and builds trust in the process is preferable.
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