Answer 10 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.
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Question 1 of 100% 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 with no consistent ownership or escalation path.
1
Initial
A basic process exists in name only. It's ad hoc, poorly understood and applied inconsistently depending on who's available.
2
Defined
A documented process exists with clear ownership. Most incidents follow the same path, though measurement and improvement are still limited.
3
Repeatable
The process is consistently followed, documented and integrated with other practices such as problem and change management.
4
Managed
Incident management is fully measured using value-based metrics. Performance is tracked, reviewed and under continual improvement.
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 process, and whether risks are assessed consistently before changes are made.
0
Absent
Changes are made without any formal process. There's no change board, risk assessment or structured approval.
1
Initial
A change process exists but is poorly understood and inconsistently applied. Teams often bypass it for speed or convenience.
2
Defined
Change models are defined and mostly followed. Risk assessment happens, though post-change reviews and outcome tracking are limited.
3
Repeatable
Change is well-governed, consistently applied and integrated with incident and release management. Success rates are measured.
4
Managed
Change performance is tracked with qualitative and quantitative metrics. Change-related incidents are analysed and the process is continuously improved.
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 practice exists. Recurring incidents are treated as separate events with no root cause investigation.
1
Initial
Problems are occasionally raised but investigations are informal, often stall, and rarely produce confirmed root causes or preventive action.
2
Defined
A problem management process exists. Root cause investigations are initiated, though completion rates and follow-through on preventive actions are inconsistent.
3
Repeatable
Problem management is consistent and integrated with incident management. Known errors are documented and proactive problem identification is occurring.
4
Managed
Problem management drives measurable reduction in incident volumes. Trend analysis is used proactively and outcomes are tracked against clear metrics.
Service Desk
How effectively does your service desk capture, triage and resolve user requests?
We're looking at whether your service desk is a genuine single point of contact, how well it handles volume, and whether it's seen as an asset by the business.
0
Absent
No formal service desk exists. Users contact IT directly or through informal channels with no consistent logging or tracking.
1
Initial
A service desk exists but it's reactive and under-resourced. Logging is inconsistent and first-contact resolution is low.
2
Defined
The service desk acts as a single point of contact with consistent logging and triage. SLAs exist though performance against them is variable.
3
Repeatable
The service desk is well-structured, consistently meets SLAs and is integrated with other ITSM practices. Customer satisfaction is measured.
4
Managed
Service desk performance is tracked with value-based metrics, satisfaction scores are high and the function continuously improves through data-driven decisions.
Knowledge Management
How effectively does your organisation capture, maintain and use IT knowledge?
We're looking at whether critical knowledge lives in people's heads or in accessible, maintained articles — and whether that knowledge is actively used to resolve issues faster.
0
Absent
No knowledge management practice exists. Critical knowledge lives with individuals and is lost when they leave or are unavailable.
1
Initial
Some knowledge articles exist but they're scattered, inconsistently maintained and rarely used in practice during incident resolution.
2
Defined
A knowledge base exists and is actively used. Articles are created as part of problem resolution, though review and retirement processes are inconsistent.
3
Repeatable
Knowledge management is embedded in daily practice. Articles are created, reviewed and retired consistently, and knowledge is integrated into service desk workflows.
4
Managed
Knowledge management measurably improves resolution times and reduces repeat contacts. Quality, usage and impact are tracked and the practice is continuously improved.
Service Catalogue
How clearly defined and maintained is your organisation's service catalogue?
We're looking at whether users know what IT services are available, how to request them, and whether the catalogue reflects what IT actually delivers today.
0
Absent
No service catalogue exists. Users don't know what IT offers or how to request it, leading to ad hoc requests through informal channels.
1
Initial
A basic list of services exists but it's out of date, poorly maintained and not actively used by users or the service desk.
2
Defined
A service catalogue exists and is broadly accurate. It's used for request fulfilment though not all services are captured and maintenance is inconsistent.
3
Repeatable
The service catalogue is comprehensive, maintained and integrated with request fulfilment. Users can self-serve and the catalogue reflects current service reality.
4
Managed
The service catalogue is a strategic asset. Usage is tracked, fulfilment performance is measured and the catalogue is continuously aligned with evolving business needs.
Measurement & Reporting
How well does your organisation measure ITSM performance and use data to drive improvement?
We're looking at whether your metrics reflect outcomes or just activity, and whether IT leadership uses data to make decisions rather than rely on gut feel.
0
Absent
No meaningful ITSM reporting exists. There's no consistent data collection and IT performance cannot be measured objectively.
1
Initial
Basic reports are produced but they measure activity (ticket volumes, response times) rather than outcomes, and are rarely used to drive action.
2
Defined
Regular reporting exists with defined KPIs. Reports are reviewed by IT leadership, though metrics are not yet aligned to business outcomes.
3
Repeatable
Measurement is consistent and integrated across practices. Metrics are aligned to business value and used to drive prioritisation and improvement decisions.
4
Managed
ITSM performance is tracked with qualitative and quantitative value-based metrics. Data drives continuous improvement and IT can articulate its value to the business clearly.
Continual Improvement
How structured and evidenced is your approach to continual service improvement?
We're looking at whether improvement is a planned, ongoing discipline or a reactive response to problems — and whether improvements are tracked and their impact measured.
0
Absent
No continual improvement practice exists. Changes happen reactively to crises rather than through a planned improvement approach.
1
Initial
Improvement ideas are raised informally but there's no register, no prioritisation and no tracking of whether improvements actually delivered results.
2
Defined
An improvement register exists and is maintained. Improvements are prioritised and assigned, though measurement of outcomes is inconsistent.
3
Repeatable
Continual improvement is embedded as a regular practice. Initiatives are tracked, outcomes are measured and lessons learned feed back into future improvement cycles.
4
Managed
Continual improvement is a cultural behaviour, not a project. Value delivered through improvement is quantified and the practice itself is subject to ongoing measurement and refinement.
Major Incident Management
How effectively does your organisation respond to and recover from major incidents?
We're looking at whether a distinct major incident process exists, how quickly IT mobilises, and whether post-incident reviews produce genuine learning.
0
Absent
No major incident process exists. Major outages are handled the same way as routine incidents, with no dedicated coordination or escalation.
1
Initial
Major incidents are recognised as different, but the response is ad hoc. There's no defined coordinator role and post-incident reviews rarely happen.
2
Defined
A major incident process exists with defined roles and escalation. Post-incident reviews occur but recommendations are not consistently acted upon.
3
Repeatable
Major incident management is well-defined and consistently applied. Recovery times are measured and post-incident reviews produce documented, tracked actions.
4
Managed
Major incident response is optimised and measured. Time to recover is tracked against targets, review outcomes are acted upon and the process is continuously improved.
Governance & Ownership
How clearly defined is accountability for IT service management across your organisation?
We're looking at whether ITSM practices have named owners, whether there's leadership sponsorship, and whether IT service management is treated as a strategic discipline.
0
Absent
No governance structure exists. ITSM practices have no named owners and there's no leadership sponsorship or strategic direction.
1
Initial
Some ownership exists informally but roles and responsibilities are unclear. ITSM is seen as an operational necessity rather than a strategic capability.
2
Defined
Practice owners are defined and accountability is documented. Leadership is aware of ITSM performance, though strategic direction and investment are still limited.
3
Repeatable
Governance is clear and well-understood. Practice owners are actively engaged, leadership sponsors ITSM improvement and accountability is embedded in role definitions.
4
Managed
ITSM governance is a strategic function. Ownership is linked to performance measurement, leadership treats service management as a business differentiator and investment is continuous.
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Your Indicative ITSM Maturity
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Indicative scores by practice area (0–4 scale)
Important context: This scorecard gives you a directional sense of where your ITSM stands, based on 10 questions using the same 0–4 scale we use in our full assessments. 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.
We'll send you our full assessment brochure — covering how the process works, what you receive, and how organisations like yours have benefited.
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