{"id":6715,"date":"2022-06-30T10:46:08","date_gmt":"2022-06-30T10:46:08","guid":{"rendered":"https:\/\/digicomcorporation.com\/?p=6715"},"modified":"2022-07-13T08:39:01","modified_gmt":"2022-07-13T08:39:01","slug":"deployer-servicenow-les-10-erreurs-a-eviter","status":"publish","type":"post","link":"https:\/\/digicomcorporation.com\/fr\/actualites\/servicenow\/deployer-servicenow-les-10-erreurs-a-eviter\/","title":{"rendered":"D\u00e9ployer ServiceNow : les 10 erreurs \u00e0 \u00e9viter"},"content":{"rendered":"

1. Ignorer l\u2019\u00e9cart avec les bonnes pratiques ITIL.<\/span><\/h2>\n

\u201cMesurer l\u2019organisation\u201d<\/span><\/i><\/p>\n

Si vous ne connaissez pas l\u2019\u00e9cart de votre organisation avec les bonnes pratiques, il sera tr\u00e8s difficile voire impossible d\u2019avancer sereinement et accro\u00eetre les niveaux des services.<\/b><\/p>\n

La mise en place de nouveaux processus sera tr\u00e8s complexe.\u00a0<\/b><\/p>\n

-> Faire un audit de maturit\u00e9 ITIL afin d\u2019\u00e9tablir ce qui fonctionne d\u00e9j\u00e0 correctement et se fixer les axes d\u2019\u00e9volution.<\/span><\/p>\n

2. Consid\u00e9rer la formation et la certification ITIL comme optionnelle.<\/span><\/h2>\n

\u201cFormation et certification ITIL\u201d<\/span><\/i><\/p>\n

Ne pas conna\u00eetre les bonnes pratiques ainsi que ne pas certifier certains collaborateurs provoquera des incompr\u00e9hensions et des incoh\u00e9rences sur l\u2019ensemble des \u00e9l\u00e9ments mis en place. Il ne sera alors pas possible de r\u00e9pondre aux exigences du business avec des services fiables et optimis\u00e9s<\/b>.<\/span><\/p>\n

-> Former les \u00e9quipes aux bonnes pratiques ITIL, respecter 4 dimensions de la gestion des services ainsi que les 7 principes directeurs d’ITIL V4<\/a>. Certifier l\u2019ensemble des acteurs cl\u00e9 (administrateur ServiceNow, gestionnaires et propri\u00e9taires de processus).<\/span><\/p>\n

3. Pensez que Servicenow permet de s’affranchir de la mise en place de processus<\/span><\/h2>\n

\u201cProcessus de gestion\u201d<\/span><\/i><\/p>\n

Des processus inexistants ou peu document\u00e9s entra\u00eenent un travail complexe entre les acteurs et se traduisent par un risque d\u2019augmentation des co\u00fbts de fonctionnement.<\/b><\/p>\n

-> Mettre en place une d\u00e9marche processus de gestion des services (incidents, catalogue de service, probl\u00e8mes, changements, base de connaissance ainsi que la CMDB).<\/span><\/p>\n

4. Vouloir tout int\u00e9grer trop rapidement<\/span><\/h2>\n

\u201cAvancer pas \u00e0 pas\u201d<\/span><\/i><\/p>\n

\u00c9viter de consid\u00e9rer le d\u00e9ploiement comme une action \u00ab One Shot \u00bb. Par exemple, d\u00e9ployer un portail client (front-office) avant d\u2019avoir pleinement int\u00e9grer et optimiser les process IT en back-office fragilisera fortement les processus en place<\/b>. <\/span>Cela introduira une augmentation des sollicitations des \u00e9quipes qui se traduira par des d\u00e9lais et des co\u00fbts en augmentation<\/b>.<\/span><\/p>\n

-> D\u00e9ployer les processus et les services pas \u00e0 pas les uns apr\u00e8s les autres. Se concentrer sur le d\u00e9ploiement des processus IT (back-office) en priorisant ceux qui fonctionnent d\u00e9j\u00e0 bien, puis d\u00e9ployer la partie portail utilisateurs (front-office).<\/span><\/p>\n

5. Se passer d\u2019un administrateur Servicenow<\/span><\/h2>\n

\u201cUn administrateur de la plateforme\u201d<\/span><\/i><\/p>\n

Sans administrateur toute \u00e9volution ou modification impactera le co\u00fbt de maintenance de la solution et va fortement ralentir la mise en place d\u2019\u00e9volutions ou l\u2019ajout de nouveaux services.<\/b><\/p>\n

-> Former une ressource pour administrer ServiceNow (conna\u00eetre les technologies WEB\/Javascript\/Ajax, html\/CSS, profil d\u00e9veloppeur\/ing\u00e9nieur). Cette ressource sera le pilier des \u00e9volutions de l\u2019instance et assurera la coh\u00e9rence des services, l\u2019ajout de nouveaux services ainsi que le processus d\u2019am\u00e9lioration continue.<\/span><\/p>\n

6. Minimiser l\u2019importance de la communication et de la conduite du changement<\/span><\/h2>\n

\u201cConduite du changement\u201d<\/span><\/i><\/p>\n

\u00c9viter les points de blocage et les incompr\u00e9hensions, qui conduisent \u00e0 l’\u00e9chec.<\/b><\/p>\n

-> S\u2019assurer une communication constante autour du projet, afin de s\u2019assurer la constante adh\u00e9sion des \u00e9quipes. Bien d\u00e9finir l\u2019objectif avec les parties prenantes et adopter des m\u00e9thodes de gestion de projet comme Agile pour avancer progressivement.<\/span><\/p>\n

7. Rester ancr\u00e9e dans ses habitudes<\/span><\/h2>\n

\u201cAdopter une vision holistique et pragmatique.\u201d<\/span><\/i><\/p>\n

S\u2019attacher \u00e0 fonctionner \u00ab comme avant \u00bb conduira \u00e0 sortir tr\u00e8s souvent du standard et s\u2019\u00e9carter d\u2019ITIL, cela implique un co\u00fbt important de maintenance et des traitements qui risquent de ne pas \u00eatre optimis\u00e9s.<\/b><\/p>\n

-> Ne pas vouloir continuer \u00e0 fonctionner \u00ab comme avant \u00bb (outil pr\u00e9c\u00e9dent et\/ou habitudes de fonctionnement des \u00e9quipes). Privil\u00e9gier d\u2019utiliser les fonctionnalit\u00e9s standard en accord avec les bonnes pratiques ITIL. Passer par des ateliers pour chaque processus en int\u00e9grant l\u2019ensemble parties prenantes (hotliners, techniciens, exploitation, gestionnaire de parc, projets, management, utilisateurs, etc\u2026.).<\/span><\/p>\n

8. Fonctionner en vase clos\u00a0<\/span><\/h2>\n

\u201cTransversalit\u00e9 et management.\u201d<\/span><\/i><\/p>\n

Le manque de liens entre les \u00e9quipes ainsi que ne pas tenir compte des retours utilisateurs, fragilisera la qualit\u00e9 des services rendus, ce qui entra\u00eenera une augmentation des sollicitations et des d\u00e9lais, donc une perte financi\u00e8re pour le Business.<\/b><\/p>\n

-> Travailler de mani\u00e8re transversale et non en \u00ab silo \u00bb. Privil\u00e9gier et accompagner les \u00e9quipes autour d\u2019un fonctionnement inter-\u00e9quipes, ne pas travailler en mode \u00ab silo \u00bb.<\/span><\/p>\n

9. Ignorer le besoin de faire \u00e9voluer l\u2019outil de mani\u00e8re continue<\/span><\/h2>\n

\u201cSe mesurer et s\u2019am\u00e9liorer\u201d<\/span><\/i><\/p>\n

Sans retours et mesures il ne sera pas possible de progresser et d\u2019int\u00e9grer de nouveaux services, ce qui conduira \u00e0 une obsolescence et un d\u00e9calage entre les besoins clients et les services mis \u00e0 disposition.<\/b><\/p>\n

Pour chaque processus (Incident, demandes, etc\u2026), d\u00e9finir des KPI (mesures), mettre en place les instances de gouvernance r\u00e9guli\u00e8res (utiliser les dashboard et le reporting afin de mesurer les indicateurs cl\u00e9 d\u00e9finis par l\u2019organisation). Ces retours serviront de base \u00e0 l\u2019am\u00e9lioration continue des services.<\/span><\/p>\n

10. Ne pas s\u2019engager sur des niveaux de service.<\/span><\/h2>\n

\u201cNiveaux de service\u201d<\/span><\/p>\n

Une mauvaise \u00e9valuation des niveaux de service (SLA) est un risque important d\u2019\u00e9chec sur la mise en place de la solution (risque de mettre toutes les parties prenantes sous tension avec un perte de qualit\u00e9 des services rendus).<\/b><\/p>\n

-> Viser \u00e0 d\u00e9finir des niveaux de service (SLA). Ce sont les indicateurs n\u00e9cessaires pour mesurer que les services sont d\u00e9livr\u00e9s comme attendu. Toutefois, ils ne peuvent \u00eatre d\u00e9finis qu’une fois que les processus bien \u00e9tablis et en place et que suffisamment de donn\u00e9es existent.<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

1. Ignorer l\u2019\u00e9cart avec les bonnes pratiques ITIL. \u201cMesurer l\u2019organisation\u201d Si vous ne connaissez pas l\u2019\u00e9cart de votre organisation avec les bonnes pratiques, il sera tr\u00e8s difficile voire impossible d\u2019avancer sereinement et accro\u00eetre les niveaux des services. La mise en place de nouveaux processus sera tr\u00e8s complexe.\u00a0 -> Faire un audit de maturit\u00e9 ITIL afin […]<\/p>\n","protected":false},"author":1,"featured_media":6726,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[121],"tags":[],"post_flags":[],"acf":[],"yoast_head":"\nD\u00e9ployer ServiceNow : les 10 erreurs \u00e0 \u00e9viter | Digicom Corporation, IT Consulting & ServiceNow Partner<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/digicomcorporation.com\/fr\/actualites\/servicenow\/deployer-servicenow-les-10-erreurs-a-eviter\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"D\u00e9ployer ServiceNow : les 10 erreurs \u00e0 \u00e9viter | Digicom Corporation, IT Consulting & ServiceNow Partner\" \/>\n<meta property=\"og:description\" content=\"1. Ignorer l\u2019\u00e9cart avec les bonnes pratiques ITIL. \u201cMesurer l\u2019organisation\u201d Si vous ne connaissez pas l\u2019\u00e9cart de votre organisation avec les bonnes pratiques, il sera tr\u00e8s difficile voire impossible d\u2019avancer sereinement et accro\u00eetre les niveaux des services. 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Ignorer l\u2019\u00e9cart avec les bonnes pratiques ITIL. \u201cMesurer l\u2019organisation\u201d Si vous ne connaissez pas l\u2019\u00e9cart de votre organisation avec les bonnes pratiques, il sera tr\u00e8s difficile voire impossible d\u2019avancer sereinement et accro\u00eetre les niveaux des services. 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