Priorities set by whoever pushes hardest
Without a governance model, the project portfolio is ordered by perceived urgency, not by value or risk.
Solutions
Direction and service management
IT Governance
We bring order to how technology is decided, prioritized and delivered: governance, service management and an office that controls projects and vendors with metrics.
- COBIT
- ITIL 4
- ITIL (Version 5)
- ISO/IEC 20000
- PMO / VMO aaS
What we solve
Processes that depend on people
Incidents, changes and requests are handled differently depending on who picks them up, and knowledge is not captured.
Vendors without real control
Contracts with SLAs nobody measures and renewals decided without performance evidence.
Audits prepared at the last minute
Compliance evidence is assembled for each review instead of coming out of daily operations.
What we do
IT governance model
Roles, committees, decision flows and metrics aligned with COBIT and the business strategy.
Service management with ITIL 4
Implementation of the foundational practices: incident, problem, change enablement, service request and service level management.
ISO/IEC 20000 readiness
Gap assessment, service management system and support through the audit.
PMO as a service
Portfolio governance, project tracking and executive reporting with comparable metrics.
VMO as a service
IT vendor management: SLAs, performance, risk and evidence-based renewals.
Management tooling
Configuration and adoption of work and service management platforms such as Jira.
Technologies
Jira
How we work
- Assessment
We assess process, governance and vendor maturity against COBIT, ITIL 4 and ISO/IEC 20000.
- Roadmap
We prioritize gaps by value and risk, with agreed scope, timeline and cost.
- Implementation
We design and implement processes, roles and tools together with your teams.
- Operation and improvement
We measure with monthly metrics and adjust the model with evidence.
Related insights
The five ITIL 4 practices to start with
ITIL 4 describes 34 practices, but a solid operation starts with five and a service desk. The purpose, minimum viable process, key metric and common mistake of each, plus a suggested sequence.
SLAs that measure what the business cares about
Green indicators and frustrated users: the watermelon effect. How to tell SLAs, OLAs and SLOs apart, define measures from the user journey and add experience metrics to availability.
PMO and VMO as a service: governing projects and vendors with metrics
What a PMO and a VMO do, when it makes sense to run them as a service, and which metrics, SLAs and governance cadence you need to control your portfolio and your vendors.
Shall we talk about your operation?
Request an assessment