Let Knapp I.T. Be Your ITIL Expert
We offer a wide range of hands-on consulting services.
Maturity Assessments
How mature are your processes? Are people actually using them, or are your processes sitting on a shelf in a binder, largely ignored?
Organizations greatly benefit from maturity assessments to gauge ITIL® readiness and adherence to various IT compliance demands. Need an objective set of eyes?
Applying the principles of CMMI and the IPW Model, we assess your IT organization's processes in three phases: Planning, Measuring, and Reporting. During the Planning phase, objectives, activities and participants are established and documented; the scope is defined. The Measuring phase collects data on the organization's processes and maturity analyzed and assessed. The Reporting phase wraps up the exercise, and the results are documented and presented to key stakeholders.
From this point, you may choose to champion the process improvements on your own, or you may choose to partner with an external consultant (hint hint) to ensure the project keeps momentum.
Custom ITIL® Roadmaps
If your organization has chosen ITIL® for its IT Service Management approach, you'll need to know where to start. Do you begin with Service Level Management, or with the Service Desk? And what about all of those pesky Problems that could be remediated once and for all with Problem Management?
Knapp I.T. can provide a customized roadmap for your organization. After an assessment of your process maturity and current IT Service Management challenges, a report outlining your organization's best path to success will be compiled and presented.
From this point, you may choose to champion the ITIL implementation on your own, or you may choose to partner with an external consultant to ensure the project keeps momentum. (Sensing a pattern here?)
Process Consulting
In rapidly-growing environments, processes become outdated shortly after their implementation. Or worse, processes never get documented in the first place, and new hires are thrown into the fire and forced to invent their own way of doing things. When nobody has time to correct the newbies' methods, their invented tactics get passed down to the next round of new hires, and eventually you have a tangled web of inherited bad habits backed only by good intentions.
How can you fix this if your role requires you to extinguish the day-to-day technical fires within your IT department? Who has time to work on process documentation or improvements when you have finicky servers? Consultants have the time, and we also have the patience. With our experience in technical writing, we can document what your current processes are, assess their maturity and make recommendations, too.
Why hire a consultant?
Have you heard the true story about how Scott Adams, creator of the Dilbert comics, pretended to be a management consultant who conned Logitech executives to sing a song about the terrible new mission statement they wrote together in a workshop? It's a fun, quick read; click here to read the article.
Having been a worker-bee myself for many years, I too have grown suspicious of consultants. But I also know that when judiciously leveraged, they can provide an invaluable service. Let's speak frankly for a moment.
Did you ever wish you could ask a superior about a poor decision they've made, but you feared getting reprimanded for it? Consultants take that burden for you. They can ask the difficult questions all in the name of "assessments."
Do you get a lot of pushback and negativity from teammates when you try to affect change? Let the consultant "be the bad guy" that everyone pushes back on. Consultants can push for the changes and reinforce them until they're part of the default way of doing things.
With all of the initiatives in your organization, how do you have time to do your real job? Let the consultant handle the initiatives so you can concentrate on performing your role.