Answer 6 quick questions and get an indicative view of where your IT service management stands — based on the same scoring framework we use in our real assessments.
Takes 2–3 minutes · Completely free · No obligation
Question 1 of 60% complete
Incident Management
When something goes wrong, how consistently does your organisation respond?
We're looking at ownership, process consistency and whether there's a defined, repeatable way of handling incidents across the business.
0
Absent
No defined process. Incidents are handled differently by each team or individual, with no consistent ownership or escalation path.
1
Reactive
There's a basic process, but it's inconsistently applied. Ownership is unclear and handling depends on who's available rather than who's accountable.
2
Defined
A documented process exists with clear ownership. Most incidents follow the same path, though measurement and improvement are still inconsistent.
3
Managed
Incident management is consistently applied, measured and reviewed. Ownership is clear, targets are defined and performance is actively improving.
Change Enablement
How well-controlled and consistent is your approach to managing IT changes?
We're looking at whether change models exist, how engaged teams are with the change process, and whether risks are assessed consistently.
0
Absent
Changes are made without a formal process. There's no change board, risk assessment or structured approval — teams just do it.
1
Reactive
A change process exists but teams apply it inconsistently. CAB exists but engagement is low and change models are poorly understood.
2
Defined
Change models are defined and mostly followed. Risk assessment happens consistently, though post-change reviews and outcome measurement are limited.
3
Managed
Change is well-governed, consistently applied and actively measured. Success rates, satisfaction and change-related incidents are tracked and improving.
Problem Management
How proactively does your team identify and address the root causes of recurring issues?
We're looking at whether your organisation fixes symptoms or underlying causes — and whether there's a structured approach to preventing incidents from recurring.
0
Absent
No problem management process. The same issues recur repeatedly because root causes are never formally investigated.
1
Reactive
Root cause analysis happens occasionally, usually after a major incident — but there's no structured process or ownership to drive prevention.
2
Defined
A problem management process exists with some ownership. Known errors are tracked and some proactive analysis happens, though it's not consistent.
3
Managed
Problem management is proactive, owned and measured. Trend analysis drives prevention and recurring incidents have visibly reduced over time.
Service Desk
How well does your service desk reflect the overall quality of IT to your end users?
We're looking at triage consistency, satisfaction measurement, knowledge use and whether the service desk is seen as a strategic capability or just a cost centre.
0
Absent
No formal service desk function. IT support is ad-hoc, untracked and depends entirely on who you know rather than a defined process.
1
Reactive
A service desk exists but triage is inconsistent, satisfaction isn't measured and the team operates in silos with limited standards.
2
Defined
The service desk follows defined triage and escalation paths. Satisfaction is measured but improvement cycles are infrequent or inconsistent.
3
Managed
The service desk is a well-run, measured capability. Quality is audited, satisfaction drives improvement and it's seen as a strategic face of IT.
Measurement & Reporting
How clearly can you demonstrate the value IT delivers to the business?
We're looking at whether meaningful metrics exist, whether reporting is trusted and consistent, and whether data drives decisions or just fills dashboards.
0
Absent
No meaningful metrics. IT performance is not measured and there's no way to demonstrate value or identify where things are going wrong.
1
Reactive
Some metrics exist but they're inconsistent across teams, not well-understood and rarely used to drive decisions or improvement.
2
Defined
A core set of metrics is defined and reported. Reporting is mostly consistent but stakeholder trust in the data and its use in decisions is still developing.
3
Managed
Measurement is consistent, trusted and actively used. Reporting drives decisions, demonstrates IT value to the business and improves over time.
Governance & Ownership
How clearly defined are roles, accountability and ownership across your IT practices?
We're looking at whether named owners exist for key ITSM practices, whether governance forums are in place, and whether accountability is real or just on paper.
0
Absent
No defined ownership. People fill gaps informally and accountability is unclear — especially when things go wrong.
1
Reactive
Some roles exist on paper but accountability is inconsistent. Teams work in silos and governance forums are either absent or ineffective.
2
Defined
Practice owners are defined and mostly active. Governance forums exist and there's reasonable cross-team collaboration, though it's not fully embedded.
3
Managed
Ownership and accountability are clear, active and consistently applied. Governance is embedded in how the organisation works, not just documented.
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Enter your details to see your indicative ITSM maturity score — and what it means for your organisation. We'll also send you a copy to keep.
Your Indicative ITSM Maturity
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Indicative scores by practice area
Important context: This scorecard gives you a directional sense of where your ITSM stands — based on 6 high-level questions. A real assessment covers all 34 ITIL 4 practice areas, involves structured interviews with your leadership and frontline teams, and produces a detailed root-cause diagnosis with a prioritised improvement roadmap. The gap between this and a real assessment is significant. But it's a useful starting point.