ITIL Process harmonization - how to include vendors

[AndyW]

Hi experts,

I have a question for you. We have the INC and CHG processes implemented. Unfortunately both processes do use different tools (fragmented tool suite). Now we have a vendor who works for our company. The vendor has a pretty sophisticated ITIL framework suite on his side (processes integrated within one tool).

What is the best practice in terms of our own processes? Do I need to build interfaces from our INC and CHG processes to the vendor tool or is it better to track all related tickets and changes on the vendor side i.e. vendor creates INC ticket -> RFC will be raised on vendor side etc. ...

Big disadvantage would be that the reports we get from the vendor do not follow our company reporting standards.

I'm interessted in your ideas ...

Cheers,

[Diarmid]

Andy,

you are starting at the wrong end. Your first question must be to define processes, responsibilities and authority in relation to the vendor. Especially the management processes. It is not practical to use the vendor's toolset unless you can manage what you are doing on it. That will include report production.

Unless you are going to ask the vendor to do your service management for you, you will not be relying on their reporting, you will not have them managing incidents and you will certainly not have them managing your RFCs.

Once you have mapped out the proper relationship with the vendor you can then examine how to implement it with your, and the vendor's present tools or by some other means.
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"Method goes far to prevent trouble in business: for it makes the task easy, hinders confusion, saves abundance of time, and instructs those that have business depending, both what to do and what to hope."
William Penn 1644-1718

[TomOzITIL_2]

When you're dealing with any "ITIL" tooling vendor, beware, beware, beware. Frankly, some individuals from the ITIL tool vendors could do with some business ethics.

If they say: you can "buy ITIL compliance out of the box" - run away and don't look back.
If they suggest: that you should accept their processes as good practice without proper business requirements analysis of YOUR business - run away and don't look back.
If they say: that tools can overcome culture they're blatantly lying or are completely clueless.
If they say: that a 100% completed and integrated CMDB is mandatory for you to deliver business benefits, ask them to write up the business case (and watch them squirm).

Lastly, when it is time for training, don't just blindly sheep dip everyone on ITIL v3 Foundation and teach them how to use the buttons on the tool.
A better training agenda (thanks to itskeptic) is:
1. Why are we doing this?
2. What changes for us?
3. Which of our in-house roles are impacted?
4. Which of our customers’ roles are impacted?
5. What do our new procedures look like?
6. What will you as an individual need to do differently?
7. Where can you find the detail of your new procedures?
8. How do the new tools work?
9. What help, support and coaching is available?
10. How do you feed back?
11. How will we measure and reward this new way of working?
12. Are you ready to start operating with these new tools and processes?
13. Most of all: what's in this for you?

If you've done the preparation to fully answer these questions then you're on the right track.