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Getting Employed With Itil: The It Service Management Qualification
By projectmanuk
Approximately 60% of IT Service Management jobs advertised in the UK require the ITIL (IT Infrastructure Library) qualification. This corresponds closely to a 2008 global survey by Axios Systems, Read more...
itil Partners:
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Itil V3.0 Hosted Solution | Network Management
By hamid reside
Live and Dynamic Inventory:Automatically obtain a complete inventory of your network and computer equipment without any installation on workstations. Also Tracks license details and supplier Read more...
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Economic Downturn Is A Time For Training And Certification
By Jeffrey HS Lee
In boom time, training and certification may lead to salary increase. Obviously, the direct impact of training is improved or higher skills for the person and hence leading to higher productivity Read more...
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What Is Itil (and What Is Isn't!)
By Robin Yearsley
As a qualified and experienced ITIL Consultant - I'd like to set the record straight on a few points.The IT Infrastructure Library (ITIL) is an excellent set of best practices, carefully Read more...
The Information Technology Infrastructure Library (ITIL) is a set of concepts and policies for managing information technology (IT) infrastructure ...
Welcome to IT Service Management (ITIL) - your comprehensive itil resource.
Below, you'll find extensive information on leading ITIL framework articles and products to help you on your way to success.
Tips For A Successful Itil Implementation
By George Marks
Successfully implementing the Information Technology Infrastructure Library (ITIL) requires an understanding of two very important factors well in advance.
- A team of well-trained, committed and dedicated process owners is vital.
Having someone ultimately responsible for it's success is vital for a successful Incident Management process. The person responsible should be capable of dedicating enough time and effort to ensure a successful conclusion. Some of the mistakes made by various organisations include:-
- The process owner is non-existent which means there is nobody dedicated to drive a particular process.
There is a process owner, but he or she is bogged down in day to day reactive activities or other "more important" business-driven projects and thus have no time for unnecessary "red tape" like ITIL.
- There is more than one process owner for a particular process - a classic mistake. A single consistent process throughout the organisation is a prerequisite of ITIL. This is usually achieved by only having one process owner. How will the responsibility be determined if there is more than one owner? Major companies who have successfully implemented have only one process owner throughout the company, even if there are numerous divisions spread across the globe. This ensures that the process is consistent everywhere within the company. and consolidates co-operation between departments and divisions.
The primary problem here,
is that companies do not want to spend the money on dedicated resources for process owners. Obviously a process owner can have a split role, doing other work as well, especially in smaller companies. As long as that other role is not too time consuming, this might not be a problem. It is possible for individuals to be made responsible for more than one process. It would be best if these processes are of similar focus. The Change, Configuration and Release roles can be shared by one person in small companies for example. In a large corporate company, each of these roles should be fulfilled by dedicated people. Companies who does not fill these roles individually are probably not serious enough about and are most probably lacking the management commitment.
Management commitment is the second and probably most critical factor.
Make sure you have full management commitment, or you may discover might just become another failed IT project.
Management commitment requires more than words. The manager must embrace and continuously show his commitment to it's implementation. Empowering staff through professional training, tools etc, is a prerequisite for this. As is demanding the right reports and taking action. It also involves appointing the right people in the right roles and managing by means of ITIL.
Kotter's 8 steps to organizational change is actually a good guideline for top management to follow.
Probably the most important success factor for is management commitment, although this is also probably the most difficult to obtain. That is why a lot of implementations just become a black hole sucking up money.
A great number of IT managers are under the mistaken misconception that is a wonder-cure for all the problems that beset their organisation. They think they can just install (almost like installing a new technology) and everything will be OK. Many managers need to understand is that is a a culture change as well as a major organizational change. Customer focus is paramount. It is not enough to focus only on technology..
Another reason for low management commitment is also that is usually an internal IT department endeavor and not a direct requirement from the business. It must be remembered that is merely a methodology for improving IT, and not the sole focus of the business.
For an project to be successful, committment from the top is an essential prerequisite, and the project may fail without it.
An experienced IT Practitioner and having just completed an ITIL Foundation Course
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