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Here, James Stanger, chief technology evangelist at, a nonprofit trade association, shares best practices for deploying ITSM software and offers insights on the challenges CIOs continue to face when developing their ITSM strategies. One important takeaway: A unified ITSM framework -- whether it is or some other approach -- goes a long way in optimizing ITSM software. Editor's note: The following has been edited for clarity and length. What are the reasons for the proliferation of ITSM software in any given enterprise?: One is IT folks love to buy software, and that's why there are many ITSM pieces of software and you end up with this hodgepodge of tools.

Also, what happens is you end up with a new CIO, and he or she says, 'We're going to use this ITSM software.' Then that person leaves and you end up with a new CIO and [another piece of] ITSM software. Or you have one company merge with another, so you end up with two of the same type of ITSM software. James Stanger But what's funny is you have the ITSM software to help you rationalize and categorize software [used on the business side], but rarely is anyone using a [unified] ITSM framework to implement ITSM software. What should IT departments be doing to reduce the thicket of ITSM software? Stanger: People chose the software or the framework du jour or the approach of the day. What we need is for someone to say, 'We're going to stick with this framework, and after we adopt an approach, we'll map the software to it.'

Too often we think adopting software will solve our lack of framework. You have to choose and adopt the framework first and then the software is a tertiary concern.

You have to get everyone on the same page, and then you can get rid of multiple different pieces of software. So, you have to address the bigger problem of buy-in. You've got to have everyone from the top down understand that this is the framework we're using. If the, and the CIO isn't able to educate the middle managers on how the framework works, then you have a business disconnect and that drives the use of so many different ITSM software platforms. It's OK to have multiple ITSM software products, as long as they're all pushing in the same direction. Otherwise you just have chaos.

Huawei e169 firmware update passwords. And that's what I see, because CIOs don't resolve that fundamental issue of picking a unifying framework first. Who owns responsibility for the ITSM software tools?

Stanger: The overall owner is the CIO, but the business owner will be the IT divisions underneath the CIO. The CIO will basically say the individual teams have to use and know those tools very well. For example, the help desk manager reporting up to the CIO will be somebody who has the most visibility into the tool that helps the help desk. If the IT person who has the most say on a particular software tool says this existing solution isn't doing what we need so let's move to something else, the CIO then has to ask if that new tool will really help the team work more efficiently or has to [ascertain] if the existing software would work just fine, if that person understood the ITSM framework better. I think a lot of CIOs struggle with doing that. Too often we think adopting software will solve our lack of framework. You have to choose and adopt the framework first and then the software is a tertiary concern.

James Stangerchief technology evangelist, CompTIA Why is better management of ITSM software important? Stanger: The first thing that this software will do is take pieces of the framework like configuration management or business information flow and put it in categories inside the software, so now you have a way to see how your business works. Then within those categories, the software has ways to track and plan projects. It's a management tool -- a time management tool, a team management tool, you can even call this software a business process management tool.