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The correct cascading effect (business needs > IT services > capacity > budget) is difficult to implement, because there is an absolute need for executive commitment to reverse the existing cycle, where the budget determines the capacity.
Another hurdle is the need for planning from both the IT and the business sides. This is notoriously difficult and the communication around the planning is often deficient.
A final obstacle is the mental shoulder shrugs that IT Service Management consultants are getting from IT directors when evangelizing a focus on processes. Manufacturing departments have proven the absolute link between process control and quality. However, in many cases, IT operations haven’t gotten the message yet. Typically, some serious disasters have to happen before best practices, as advocated by ITIL, are implemented.
The cascading effect from business requirements to service requirements to capacity requirements to budget has to be respected and conceptually integrated into the IT processes, so that the resulting IT operations can provide the services at the desired service levels in a proactive mode. The IT director should not feel unreasonable budget pressure. The business side should not feel frustrated with the inability of IT to keep pace with the business’ requirements. Business and IT should be a happy family, right?
• Capacity Management and Business Requirements • Missing Link • Cascade • ITIL • Commitment, Planning, and Belief •