Part 1 - Bridging the Gap Between ITSM Best Practices and Managed Services Delivery

Introduction

If you walk into almost any Managed Service Provider (MSP), you’ll hear a version of the same statement: “We follow ITIL and industry best practice.” And in many cases, it’s true, at least on paper.

Processes are documented. Roles are defined. Tools are configured. But in the day-to-day reality of service delivery, something different often unfolds. Engineers triage based on instinct rather than procedure. Workarounds replace workflows. SLAs get interpreted differently between teams. And clients experience inconsistent handling depending on who picks up the phone.

This gap between intended best practice and actual service delivery isn’t due to negligence or lack of skill. It’s a natural tension created when standardized frameworks meet the complexity of real-world, multi-client operations. This article explores why that gap exists and, more importantly, how MSPs can close it.

Why the Gap Exists in MSP Environments

Traditional ITSM frameworks like ITIL were originally designed for internal IT departments with stable environments, consistent infrastructure, and a single governance model. MSPs, however, live in a world of constant variation: different clients, different platforms, different tools, different maturity levels.

Because of this, even well-built ITSM processes can break down when put into practice.

Documentation vs. reality Often, processes are too idealistic or written in isolation from the people who use them. Engineers default to tribal knowledge, shortcuts, or whatever has “worked before,” creating divergence over time.

Tools that don’t match process Workflows in the Professional Services Automation (PSA) or ITSM platform may not reflect the documented process. When tools and processes aren’t aligned, the tool always wins — and the process quietly dies.

Unclear roles and responsibilities If teams don’t clearly understand escalations, approvals, or ownership, small inconsistencies compound into major operational drift.

Client expectations that don’t align Clients may have expectations outside the MSP’s operating model, such as response times, request pathways, or communication preferences, further complicating standardization.

Closing the Gap: Practical MSP- Focused Solutions

1. Start by mapping actual workflows - not ideal ones

A strong ITSM foundation begins with understanding reality. Shadow engineers. Review tickets. Ask candid questions.

You’ll quickly discover:

• which steps are skipped

• where handoffs break

• where clients misunderstand the process

• which tools get bypassed

Then optimize the actual workflow instead of the theoretical one. When processes match lived experience, adoption skyrockets.

2. Align the tools to the process (not the other way around)

Many MSPs design their processes after buying a tool, a backwards approach. Your PSA, ITSM platform, or Remote Monitoring & Management (RMM) tools should enforce the process through:

• mandatory fields

• automated routing

• workflow approvals

• standardized categories

• templates and task lists

A well-configured tool becomes the guardrail that keeps everyone on track.

3. Build clear RACI models for every major ITSM practice

One of the fastest ways to eliminate inconsistency is to define who is:

• Responsible

• Accountable

• Consulted

• Informed

This removes ambiguity, reduces bottlenecks, and dramatically improves handoffs between teams.

4. Involve clients in the process

Most MSPs build processes for internal use only - but clients are part of the workflow too. Bring them in early. Explain how incidents, changes, or requests should be handled. Show them the service catalog. Help them understand SLAs, priorities, and communication standards.

Clients who understand the process create fewer exceptions and drive fewer escalations.

A Practical Example: Fixing Categorization Chaos

Before optimization, every technician chooses categories based on their own interpretation: One engineer logs a password reset as a “User Account Issue,” another as “Application Support,” another as “Urgent Incident.” Reporting becomes meaningless.

After optimization, the MSP deploys standardized categories that tie directly to reporting, SLAs, and workflows and trains the team on how to use them.

Immediately:

• triage accelerates

• trends become visible

• recurring incidents are easier to spot

• clients get clearer reporting

A simple fix creates major downstream benefits.

Conclusion

Bridging the gap between ITSM best practices and MSP delivery isn’t about rigidly following frameworks, it’s about applying them pragmatically. When processes reflect reality, tools reinforce consistency, roles are clearly understood, and clients are aligned, MSPs unlock predictable, scalable, high-quality service delivery.