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White PaperShow Me the MoneyHow Life in the ITIL Fast Lane Can Deliver Success

2 p:813.227.4900•f:813.227.4501•NumaraSoftware.com

White Paper

Show Me the MoneyHow Life in the ITIL Fast Lane Can Deliver Success

IntroductionIn this white paper, authored by Numara® Software and Pink

Elephant, leaders in service and asset management software and

ITIL® consulting and training respectively, we examine the critical

role of having effective processes in driving down service costs. In

particular, the paper demonstrates the importance of process and

automation in helping IT executives stretch their IT budget further.

That means C-Level executives can now see the progress of their

IT investments and place a value against that investment in terms

of the number of service desk incidents, how quickly they were

fixed, and the number of transactions that went unfulfilled.

Service management is no longer simply about matching SLAs,

but about ensuring service value to the business. Standards and

automation are a vital delivery mechanism in delivering that

value. Equally important is understanding the human factor.

Whether your adoption of a service management framework is in

ITIL-mature Europe, in the US where take-up has recently been

rapid, or in the fledgling Asian markets where ITIL is less well-

adopted, getting people to embrace process change continues to

be a benchmark for success. This paper demonstrates that if you

manage change effectively then you’re on a fast-track to success;

struggle to deliver that change, especially where people are

concerned, and you’ll be stuck in the slow lane.

1. Beating the 80:20 ruleThey call it the Pareto Principle after an Italian economist called

Vilfredo Pareto. It’s also known as the 80-20 rule and in IT it

means most IT departments spend as much as 80 percent

of their budgets on routine

maintenance and day-to-day

operations, while only 20 percent

is spent on new technology,

innovation or new business

processes that can lead to a

competitive advantage.

According to the Gartner research

group, this ‘just keeping the lights

on’ approach means that it’s a

struggle to argue that IT is adding value to the business, and so

deserves larger budgets to spend on new software, hardware and

innovative ways of doing things. Value is an important word here,

as we’ll discuss later.

The smartest companies have recognised this disconnect and lack

of respect for IT’s role and are taking steps to reduce the amount

of the IT budget devoted just to maintenance and operations,

so they can release funds for new development and business-

process improvements, such as the adoption of collaboration

technologies to increase the sharing of knowledge within the

business, or the use of virtualised servers for sustainability

purposes.

Companies have adopted a variety of tools, technologies and

techniques, but few have genuinely succeeded in stretching that

80:20 ratio to 70:30, never mind 60:40. Yet those companies

that can achieve that goal by making effective changes to

business processes can generate significant returns. Process

automation will help, provided you are not simply taking an

existing business process and automating it without actually

considering whether there is an opportunity for cost savings, and

if so, how, why and where to change the process.

The encouraging story for those organisations struggling to turn

their 80:20 ratio to 70:30 is that success stories do exist. One

US firm transformed its IT thinking and reversed the 80:20 rule

between systems maintenance and technology innovation.

Now, of the company’s $200m IT budget, only 20 to 25 percent

is spent on maintenance and operations. The key was to

standardise the technology architecture and then adopt ITIL, a

key set of policies and concepts for managing IT infrastructure

assets, operations, development and review to manage its core IT

processes, while standardising the way it tackled IT problems.

Adopting and enforcing an enterprise architecture together with

ITIL can make a dent in IT spending of up to 30 percent when

fully deployed, automating typical IT processes including change

management, configuration management, incident response and

problem management which are typical processes that make

up the everyday IT environment. There are 24 processes within

the ITIL framework, with the most popular, according to Pink

Elephant, the world’s leading supplier of ITSM consulting services,

training and conferences, being:

1. Incident Management/Problem Management

2. Change Management

3. Service Request Management

4. Software Asset and Configuration Management

5. Service Level Management

6. Service Catalogue Management

7. Release and Deployment Management

8. Availability Management

9. Capacity Management

“ Iputmyheartandmysoulintomywork,andhavelostmymindintheprocess.

“VincentVanGogh


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The first three are arguably the most important. Incident

management’s goal is to restore service operation as quickly as

possible with minimal disruption

to users; Problem management

is a process designed to

minimise the adverse effects of

incidents and problems caused

by infrastructure errors. It also

seeks to proactively prevent the

recurrence of these incidents and

problems. Change management

is a process of controlling

changes within IT services or systems, with proper approval and

minimal disruptions. According to the leading analysts, 75-80% of

Incidents are caused by Changes.

The reality is that automating such processes by adopting

standards so that routine tasks become repeatable processes

is a basic step that every IT department should be taking. That

is because service management or IT process frameworks such

as ITIL can help enforce discipline. This can lead to far more

sophisticated ways of managing IT value.

How effective are your processes? Are you a ‘so:so’ 80:20 player?

Or do you have greater ambitions? Read on to learn how effective

adoption of standards will help you move up the league table.

2. Continuous service improvementIT service management may not have the raciest of reputations.

But smart organisations recognise that understanding the concept

of delivering an effective

service to the business built on

understanding and delivering

agreed metrics creates a platform

that not only delivers effective

IT, but can also play a part in

informing strategy. The IT Director

or CIO who craves a seat at the

top table and wants to play a key

role will understand that service

management has long since

evolved beyond handling

‘trouble tickets’.

Indeed to some, IT service management has actually become

business service management. Instead of fumbling around trying

to get the business to consider IT-originated SLAs that bear little

resemblance to business requirements, the new measurements

will not only ask whether the service was available, but also how

fast and responsive it was, and whether it was tailored to critical

business dates, such as financial year-end, how far it satisfied

users and which users consumed which services.

IT service management is the lubricant that makes the business

engine tick along nicely, providing a supporting mechanism for

running the business and establishing a framework for best

practice, such as ITIL. One car engine oil used to be described in

advertisements as ‘liquid engineering’; something similar could

apply to the role of service management in smoothing the

working of business processes, automating them and putting in

place measurement and reporting systems. A codified repeatable

process should be automated because it lowers the possibility

of mistake, lowers costs, maximises optimisation, and frees

up human resource for where automation is less useful (e.g.

exceptions and decision making)

This is where that word ‘value’ comes in. C-Level executives can

now see the progress of their IT investments and place a value

against that investment in terms of the number of service desk

incidents, how quickly they were fixed, whether they were fixed

by self-service – an increasingly important metric because self-

service is cheaper - and the number of transactions that went

unfulfilled. Indeed, the mantra is no longer about matching SLAs,

but ensuring service value to the business.

At the same time as its importance in measuring service delivered

to customers and partners, IT service management is also fulfilling

an important role in helping drive compliance and corporate

governance throughout organisations. There is no escape from

compliance, whether it is Sarbanes-Oxley or PCI DSS driven, the

potential impact on organisations of non-compliance means IT

service management has become the warning light in helping

organisations meet their regulatory requirements.

But how does best practice IT service management work? What is

ITIL? And what does that means for organisational processes?

3. Where the rubber meets the roadITIL is a set of policies and concepts for the management of

IT infrastructure assets, operations, development and review.

Originally developed by the UK government, it may not be the

first such framework, sitting

alongside standards such

as ISO 20000 and other

frameworks such as COBIT,

but it has galvanised and

integrated approaches so

that the concept of IT service

management is much better

understood and adopted.

Indeed, rigidly following one

framework such as ITIL could

be unwieldy; often what the

“ ITprofessionalshavearesponsibilitytounderstandtheuseofstandardsandtheimportanceofmakingwebapplicationsthatworkwithanykindofdevice.

“TimBerners-Lee “ AdoptingtheITILframe-

workisaprovenmethodforstreamliningITprocess-esandproperlyaligningITsystemsandserviceswiththebusinesstheysupport.

“SharonTaylorITIL v3 Chief Architect and Chief Examiner


doctor orders is a light-touch, pick and mix approach, adopting

what’s right for your organisation.

And clearly, the potential cost savings of ITIL and IT service

management are compelling, according to a paper produced by

Numara Software. Organisations mentioned in this paper, from

Robert Wiseman to Specsavers have all recognised the benefits

of ITIL, without necessarily wedding themselves to it. Almost

every company that executes a well-planned, well-run IT service

management programme based on ITIL guidelines reports

benefits. Most of these benefits are expressed qualitatively

because of a baseline. For example, one Dutch IT Department

that used ITIL to improve the way it delivers services saved

millions of euros and recouped its investment in a year. Where

the take up of ITIL has been rapid across Europe, especially in the

Netherlands, companies are seeing similar successes.

In today’s cost-conscious financial climate, ITIL goes beyond

process control: it offers a roadmap for being able to do more

with less. That’s a boon for IT departments who often have

no idea of their own worth, and even if they did, could not

communicate it to their business masters. IT departments often

leave matters of money, value and worth to the business, which

in the absence of seeing any IT worth, chooses to make decisions

based on costs.

That mandate ‘do more with less’ goes out, and is immediately

translated into cost reductions associated with working harder.

The trouble is, that demoralises IT and only serves to reduce the

quality of services, when the real way to ‘do more with less’ is

to work smarter, not harder. As you reduce costs in IT through

attrition, outsourcing etc, the service quality drops, and so does

the productivity, leading eventually to lost revenue and profit.

It’s a vicious circle of cost and technology. However, one way

of breaking it is to adopt ITIL which turns the vicious circle into a

virtuous one of worth and service by focusing on four key areas

of savings potential:

• Cost savings - money that is currently being spent can be

reduced

• Cost avoidance – money allocated for spending can be saved

• Higher IT productivity – increased productivity and reduced

costs

• Increased business productivity – resulting from higher

quality IT services

The Importance of change management

Earlier we mentioned the importance of incident management,

problem management and change management in business

processes. These are critical processes within the ITIL framework.

Change is the root cause of many incidents. A significant

percentage of the problems that threaten critical IT services have

their origins in poorly executed changes. The consequences of

these changes are often dire in terms of both service availability

and regulatory compliance. So, instead of focusing on incident

management - which deals with the problem after it presents

itself – IT organisations are looking at change management to

prevent problems before they occur.

If you don’t improve the way you manage change, your IT

department will be predisposed to constant firefighting. If

incidents related to changes are not brought under control, IT

service provisioning - and consequently the business itself - can

spiral out of control. IT becomes locked in a deadly embrace

where the number of incidents rises and each incident requires a

firefight, leading to more and more incidents.

ITIL change management breaks that embrace by balancing

flexibility (facilitating change) with stability (preventing changes

from creating problems). Corrective measures reduce the number

of incidents and IT can then drive innovation and improvements.

Getting started on ITIL

There’s actually no correct or incorrect place to start ITIL.

Depending on your service delivery model and maturity, certain

processes will naturally take precedence. Managing change,

however, should be reviewed sooner rather than later since it

is pivotal to driving continual service improvement. If it is left

unchecked, it will bite you later. CIOs should invest in process

automation that supports change management compliance

initiatives, while not forgetting practical ways of addressing

the biggest inhibitor to ITIL itself - cultural and organisational

resistance to change.

Many organisations start by taking measures to overcome cultural

and operational conflict. One effective approach is to supplement

formal training with ITIL simulation workshops. Workshops

demonstrate the benefits of process models when dealing with

crisis situations. So, rather than being force-fed ITIL theory without

practical experience or examples, participants work together to

understand how process models can improve both organisational

and individual ability to deal with high-stress situations.

The following strategy advocated by Pink Elephant can be a

useful route to follow:

Strategy/Visioning

Undertaking a work stage that establishes a vision for the

project is a major contributor to the successful implementation

of IT service management. It provides a clear focus for the

implementation and gives all participants a sense of direction.

The vision also provides a “flag” for all staff involved in the project

to rally around and it helps to bring all stakeholders together

around a common objective.

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Assessment

Measurement is indispensable to good management and in

today’s competitive environment, you need to demonstrate to

your business customers that you are providing lean, low cost

and highly effective services. Having a benchmark of the current

state is essential for any improvement programme aiming to

achieve improved internal controls – it is also a pivotal starting

point to achieving a quality standard, or meeting governance and

compliance regulations.

Planning

This phase of the roadmap approach provides a sound basis for

the IT service management solution design and implementation

by building upon the output from the visioning and assessment

phases. Typically a service management implementation or

improvement programme is developed consisting of a number of

projects which focus upon specific processes, functions or regions

within the overall programme. The strategic vision provides

the desired future state of where you want to be; assessment

services allow your organisation to identify where you are now

and what is required to move forward; then the planning phase

delivers the ‘How are we going to get there?’ piece.

Build

This focuses on building the planned strategic IT service

management solution that will take the organisation to the

defined future state (Vision). If service level management is a

process that requires improvement, then the Build stage looks at;

the process design, tools, governance, and organisation. Analysis

of the process should look to improve efficiencies removing any

wasted or redundant actions, information or steps, re-engineering

until it is as effective as it can be.

Transition and Control

This is about concentrating on the implementation of the IT

service management solutions that have been designed within

the Build and Initial wins work stages. It also introduces the

regular cycle of control reporting showing the current health and

state of all implementation strands. Up until now, the solutions

have been designed and tested and at this stage they are

deployed, operated and measured.

4. Don’t forget the human factorThere is a common factor in ITIL

implementations from which there

is no escape, whether you’re

adopting a service management

framework in Europe, the US or

Asia. Actually, it doesn’t matter

which service framework you’re

adopting, the common thread is people. And people are resistant

to change. It’s not going too far to describe this as the most

decisive factor in ITIL implementations.

There are few ITIL projects that detail a focus on the quality of the

IT or service desk personnel and their receptiveness to change.

Yet some critical questions must be asked:

• Do the people have skills that fit with an ITIL-based service

organisation?

• If not, how can they change?

• Is there a realistic expectation of the time and manpower

required for an ITIL implementation?

• Will people who have been working to the same pattern for

years be able to adopt ITIL in just a few months?

Experienced ITIL implementers believe it is impossible to

implement five to ten ITIL processors in six months. Organisations

that claim to have done so may indeed have introduced

procedures for five to ten ITIL processes, but after such a short

period, can employees really be said to have changed their

processes to work differently or better?

Success comes down to having an effective culture that will drive

effective ITIL adoption. Ask yourself the following questions:

• Are there elements in the culture of the IT organisation which

explains why it is performing inadequately?

• Does the way the employees interact lend itself to the

application of ITIL?

• Does implementing ITIL processes and procedures generate

more bureaucracy?

5. Milking the benefits of ITIL - A customer casebook

It’s no coincidence that

organisations that embrace

IT service management tend

to save millions. And in a still

cost-conscious world, that’s

a smart move. What ITIL

does is provide a suitable

framework to ensure that you

do IT service management

reasonably well. And doing

IT service management even

only reasonably well will save

money. Tackle it with rigour, as the organisations in the examples

below have done, and you’ll be equally as successful as they

have been at saving money.

According to Clive Longbottom, Service Director for Business

Processes Facilitation at Quocirca, by following ITIL guidelines,

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“ Manistheonlycreaturethatrefusestobewhatheis.

“AlbertCamus

“ Almostallqualityimprove-mentcomesviasimplifica-tionofdesign,manufactur-ing,layout,processesandprocedures.

“TomPeters


you can’t go far wrong and IT service management can be

automated to a high degree. As soon as you start changing ITIL,

thinking you can do it better, you start running into problems.

It should be remembered that ITIL has changed. While ITIL V2

offered advice with an operational focus on individual service

management processes, the release of ITIL V3 in 2007 made

a significant shift towards more mature guidance on service

management practices based on a service lifecycle and with

greater focus on management issues. As Longbottom puts it,

“ITIL V3 has extensions that take ITIL into the business.”

ITIL V3 emphasises the importance of creating business value

rather than simply executing processes. It reflects today’s web-

centric environment and demonstrates that ITIL has matured

to become a fully integrated, modern business model and not

‘simply a set of technical support processes.

ITIL V3’s five volumes - Service Strategy, Service Design,

Service Transition, Service Operation, and Continual Service

Improvement - take the IT manager through the entire lifecycle,

from understanding how to use IT assets strategically, through the

design of appropriate and innovative IT services, to the continual

alignment of IT services and changing business needs.

What that means for IT managers is that they can adopt a more

strategic approach to service delivery. By acknowledging that IT is

the business, ITIL V3 can enable the IT Service Manager to deliver

improved client retention, cost control and profitability. That will

make even the most-hardened CFO’s eyes light up.

Connect + Develop

The Cincinnati consumer products giant Procter & Gamble has

realised significant savings since starting to use ITIL. For example,

over the years the company has seen a six to eight percent cut

in operating costs and a 15 to 20 percent drop in technology

personnel company wide. The Procter & Gamble ITIL initiative

focused on problem management, which involves root-cause

analysis of trends in helpdesk requests. The initiative has

resulted in a 10 percent reduction in helpdesk calls. Like other

standard initiatives, support from IT executives is critical. Procter

& Gamble’s Associate Director of IT Mike Ackerman says one

way to improve interest is to tie ITIL adoption to other company

initiatives. Within Procter & Gamble, ITIL was marketed as a way

to help meet a company-wide directive from the CEO to cut costs

by $2 billion over a five year period. “As with most things, some

people are very receptive and other people are like, ‘I don’t have

time for this stuff,’ “ Ackerman says.”But if you can make ITIL an

enabler for a larger initiative, it’s like a knife through butter.”

Two ITIL implementations with strong Pink Elephant involvement

produced the following effects:

• Change Management: a staff reduction from 70 to 35

employees needed for technical implementations of changes.

A cost reduction of 3.5 million Euros. Business benefit: a 30

percent reduction of time-to-market for applications.

• Incident Management: a staff reduction from 50 to 25

employees dealing with incidents. Business benefit: a 50

percent reduction in incident resolution time.

In the UK, when Robert

Wiseman Dairies set

about embarking on the

implementation of an ITIL

best practice framework to

enhance its service desk

and IT offering, it turned

to Numara FootPrints®.

The company was going

through massive changes

and needed to adapt workflows and processes on a continuous

basis. Fast and smooth implementation of ITIL was successfully

completed within one year.

“Since we followed the ITIL framework, we’ve found that

strategically we’ve seen a number of benefits, notably having

more manageable, streamlined processes throughout the

business. That does not mean it’s an easy path to follow. New

processes and changing processes are an adjustment for

everyone. That is changing the way people work and can be

difficult when you are also trying to manage the day job. But

the benefits in the long run will far outweigh the extra time

investment spent upfront,” says Alex Barelle, IT Service Delivery

Manager for Robert Wiseman Dairies.

Should have gone to...

Specsavers, the world’s

largest independent optical

retailer, has also rolled

out Numara FootPrints as

its service management

solution of choice to

complement a major

expansion plan around the world, while transforming the way

its service desk manages calls. It needed a new solution that

was ITIL-verified and would improve the service level it offers to

stores. Specsavers now has different Service Level Agreements

(SLAs) for different priorities of calls and is now regularly filling

99 percent of its targets.

Case Study: ITIL in actionWith ITIL having originated in Europe, through the UK

Government’s Central Computer and Telecommunications Agency

in the mid-1980s, European adoption of ITIL is more mature than

in the US and Asia, though adoption, certainly in both the public

and private sectors in the US, has seen significant growth. Many

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IS organisations have planned programs to improve their service

management. Several have used ITIL guidelines as a starting point.

This case study focuses on a midsize Dutch IS organisation.

It has more than 300 IS staff, started its two-year program in

2001 and has spent around 2.6 million euros on it. Expenditure

includes external resources like training and consulting, software

licences for service management tools and internal costs such

as staff costs directly associated with the program. The company

recouped its investment within the first 12 months and benefited

from a stream of less quantitative returns during the second year.

Problem

The company, and thus the IS organisation, had grown through

a series of acquisitions. As a result, processes were inconsistent

and fragmented, making stable, reliable and consistent service

delivery impossible. Multiple tools from different vendors were

performing the same function — but at least tools were deployed.

The organisation was not starting from scratch and the company

expected to grow in the future, but the processes and ways of

working used in 2001 simply could not accommodate growth.

Objective

The intent was to become a best practice service delivery group,

able to compete favourably on price and performance with

external service providers.

Approach

The whole program was dealt with as a substantial change

management program. The company recognised that service

management is about people and behavioural change. Although

tools and process definition played a large part in the work and

took most of the investment, they were not the focal point of

the program. The IS management team chose to use ITIL as

the starting point for the process work that was at the heart

of the change program. Managers decided early on to use

external consultants. However, they believed that using suitably

trained internal staff — where possible, experienced in the ITIL

methodology — to make changes was critical to success. It

forced the organisation to take responsibility for the change itself

and encouraged buy-in from the staff. The company used Pink

Elephant for ITIL training and process re-engineering.

Results/Benefits

The program has been perceived as a success by IS and

executive management, because it achieved the very broad goals

it was given, and has allowed the company to grow.

Benefits

Tangible effects on revenue and costs:

• A saving of just under 3.5 million euros a year (approximately

7 percent of IS operating costs) as a direct result of improved

asset management — that is, through the identification of

unused or under-utilised resources like software licences. This

represented about 90 percent of the tangible savings formally

identified to date.

• Improved productivity, in terms of the number of customers

each member of staff can support.

• Before the change, fewer than 5 percent of incidents were

recognised as a known problem, with a known resolution. Now,

more than 30 percent of incidents have a known resolution,

reducing incident handling times. Half are solved in less than 1

hour and 80 percent within 24 hours.

• The IS organisation is now billing around 1 million euros

(approximately 2 percent of total billings) for services that were

being delivered but were not being charged for.

Intangible effects on revenue and costs:

• Improved service levels.

• Higher customer satisfaction rating (up from 6.8 to 7.6 out

of 10).

• Improved relationships with customers.

• Much better reporting to IS and customer management.

• Improved IS staff satisfaction.

• Much better control over the infrastructure, resulting in better

reliability, availability and predictability.

Critical Success Factors/Lessons Learned

• Measure performance before making changes. Many

companies miss this stage out, yet demonstrating a tangible

return is very important.

• Take time up front to define the future vision and involve

everyone.

• Focus on improving asset management early.

• Focus on customer facing processes first.

• Treat the service management initiative as a program of change.

• Try to find a Program Manager who has been through this

change already, or at least have someone senior with this

experience on the team.

• Build a strong case for change.

• Gain executive-level support. This proved to be a critical part of

this company’s success.

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• Continue to train staff and communicate with them as the

program progresses, so everyone knows what is going on.

Like many service management programs, early benefits come

from improved asset management, consolidation, standardisation

and improved management of incidents. Benefits from later

stages of the transformation come from improved reliability and

service quality. But these benefits can take two years to start

making a substantive difference. This company is now feeling

those benefits.

6. Are you in the ITIL fast lane?ITIL essentially re-engineers

the services provided by IT

departments from the perspective

of their customers, eliminating

unnecessary duplication of effort

and presenting a consistent

service offering to end-users.

Adopting and enforcing an

enterprise architecture together

with ITIL can make a large dent in

IT spending of up to 30 percent

when it is fully deployed.

If you’re considering ITIL or have

already launched down the ITIL

path, you don’t really need to worry about whether it works.

It does. According to Alan McCarthy, Director at Pink Elephant,

there are three clear benefits from adopting ITIL:

• Reduced cost.

• Reduce risk of downtime.

• An increased customer service ethos i.e. keeping your clients

happy.

“Understanding the knock-on effect of process change and poor

change management is important. Take the example of a travel

company. One Friday evening, an IT engineer makes a minor

change to an IT system and thinks nothing of it. The next day, the

knock-on effect of that unlogged and unmanaged change causes

the system to crash, which means no-one can book anything

online for four hours. Guess what? The unforgiving customer goes

somewhere else, to another website where change has been

managed effectively and the systems are up and running.”

“It is all about getting good processes in place to make things

more efficient. The processes are the important bits. You do need

a tool that increases the efficiency. However, the mistake people

make is they’ll buy a tool and think it will magically solve their

problems, but what a tool will do is automate processes. So if you

had a bad process, a tool will simply automate it,” says McCarthy.

The slicker your IT operations, the quicker you can react. If an

organisation is in acquisition mode, it is much easier to integrate

and influence if it is following best practice. Also, if you’ve got

good processes, you can measure a lot better and you can see

how much things cost.

Essentially, ITIL is a driver of return on investment, examples of

which include avoiding the high cost of redundant infrastructure

investments; reducing costs through idle capacity identification

and re-allocation; identifying vendor credits and rebates; saving

money on IT infrastructure maintenance renewals; proactive

performance or capacity problem forecasting; and increased

network uptime and its associated increase in user productivity.

The following lessons are important:

• Only if you can break away from the 80:20 rule will your IT

department truly prove its worth to the business.

• It is good practice to cherry-pick the best bits from service

management best practices – ITIL, Six Sigma, Cobit – rather

than rigidly following one framework.

• Change Management is a good ITIL starting point.

• Don’t forget the human factor. When well executed, ITIL

can focus an IT organisation on business strategy. But ITIL’s

processes are only effective if your staff adopt them.

• A key concept of ITIL V3 is Continual Service Improvement

– how are you going to improve what you’ve already got?

Your attitude should be, “Let’s try and make a continual

improvement by looking for waste and inefficiencies and

making a thorough process of it.”

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“ ITILismeanttokeepyoubetweenthekerbsoftheroad.Peoplespendwaytoomuchtimecreatingcomplexdiagramsinsteadofunder-standingtheprocessesandhowbesttoapplythem.

“BrentStahlheberCIO, The Auto Club Group


About Numara SoftwareServing over 50,000 customer sites worldwide, Numara Software

is a global leader in providing practical software solutions for

service management to IT professionals. From a single technician

running a help desk to 1000 technicians managing a complex

service desk, IT organizations of all sizes trust our award-winning

solutions, featuring Numara Track-It! and Numara FootPrints, to

track requests, automate workflows and support internal and

external customers.

Unlike other complex, difficult-to-implement, and costly products,

we offer robust, affordable and easy-to-use solutions that can be

quickly deployed without disruption to your business. Our flexible

solutions can be implemented right out of the box or configured

to match your unique IT environment and business processes.

They can also be leveraged to support non-IT operations, such

as human resources and facilities, allowing you to optimize your

investments in licensing, maintenance, training, and support.

We’re passionate about helping people successfully manage their

IT environments. Find out how we can help you by visiting: www.

numarasoftware.com.

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