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Published: 14 March 2022



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  • 多くのITサービス管理 (ITSM) チームは、自らの働き方がDevOpsチームやプロダクト・チームのアジャイル手法と合致していないことに気付いている。

  • ユーザー・エクスペリエンス (UX)、生産性の尺度、ビジネス成果ではなく、内向きのオペレーション評価指標への過度の依存が、革新的な改善活動を阻害している。

  • 従業員は、ITサービスデスクの古典的な階層構造を迂回し、同僚やプロダクト・チームに直接連絡してサポートを求めている。

  • ITSMツールに関する人工知能 (AI) や自動化への投資は、データやプロセスの成熟度が不十分であるために、期待される価値をほとんどもたらさない。


インフラストラクチャ、オペレーション、クラウド管理に注力するインフラストラクチャ/オペレーション (I&O) のリーダーは、以下を行う。

  • プロダクト・チームおよびセンター・オブ・エクセレンス (重要なテーマに取り組む、組織横断的な中核チーム) においてITSMプラクティスを連携させ、アジャイル・アプローチを補完する。

  • サービス・エクスペリエンス評価指標を用いて、I&Oパフォーマンスに対する従業員の視点を深く理解することで、I&O部門がスタッフにもたらす価値の評価方法をシフトさせる。

  • ITサービスデスクを進化させ、コラボレーション、ピア・サポート、プロダクト・チームへの直接的な連絡を容易にするハブに対応することで、ITサポートをデジタル・ワークプレースに適合させる。

  • まずITSMプラクティスを最適化し、AIや自動化機能を含むAITSM能力を引き出してから、継続的で実践的なキュレーション (情報の収集/整理/共有) を計画する。

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Yoshifumi Abe

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