Itil implementation lessons learned

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Itil implementation lessons learned

  1. 1. Lessons Learned-- ITIL Implementation 1
  2. 2. ―The only true source of knowledge isexperience.‖ Albert Einstein 2
  3. 3. Importance of IT to the Delivery of theBusiness Strategy and Vision Global Status Report on the Governance of Enterprise It (GEIT)—2011 3
  4. 4. Contribution of IT to the Business 4
  5. 5. External Frameworks and Standards Usedas Basis for GEIT Approach 5
  6. 6. What ITIL Represents• A de facto standard approach for IT Service Management• IT delivering quality services that meet the needs of the organization• IT services enable business processes that, in turn, enable the business to meet goals• A shift from a technology focus to service and quality 6
  7. 7. ITIL v3 Service Lifecycle ITIL = Constant Change 7
  8. 8. It Is Organizational Change• The adoption of ITIL does require organizational change.• Change follows a relatively predictable course of events. 8
  9. 9. The Change Curve• Shock is felt initially when the need for change is announced together with a dip in confidence due to the need for personal change• Denial is when people try to rationalise that the change will not really happen or have an effect on them• Awareness and self-doubt is when recognition occurs and there is a further dip in confidence due to its potential impact• Acceptance that the change will happen is when people start to let go of the past and look forward 9
  10. 10. The Change Curve• Testing is to do with identifying and testing new behaviours, perhaps as a result of training. Confidence starts to increase again.• Search for meaning - people assimilate learning from their successes and failures, and understand what works and what does not.• Internalisation is when the new behaviours become the new norm in everyday working. 10
  11. 11. 11
  12. 12. ―To truly achieve the goals of ITIL and IT ServiceManagement requires not just the implementationof processes but a catalytic cultural change‖ 12
  13. 13. What will Change?• New roles: Process owners, change advisory board• Moving from hierarchy to matrix• Standardization• Managing to metrics• New steps, new accountabilities• New tools 13
  14. 14. What will Change?• Organization will become more of a matrix and less hierarchical• Process teams that come from all across the organization• Process owners and functional owners may compete for authority and power• If you‘ve already introduced project management discipline in your organization, you may have an easier time 14
  15. 15. Reasons for Failure of Organizational ChangeInitiatives • Difficulty changing the culture of the organization • Lack of staff commitment and understanding • Lack of education, communication and training • Responsibility without sufficient authority • Lack of effective ‗Champions‘ • Loss of momentum after opening hype • Lack of funding Source – Pink Elephant (mostly) 15
  16. 16. Reasons for Failure of Organizational ChangeInitiatives • Lack of quantifiable long term benefits (ROI) • Lack of organizational learning (lessons learned) • Satisfaction with status quo • Trying to do everything at once – over ambitious • No accountability; lack of clear ownership • Tools unable to support processes • People not skilled enough to support processes • No structured Project Management Source – Pink Elephant (mostly) 16
  17. 17. Recommendation 17
  18. 18. Do Start With• Senior Management Support – ―Tone from the top‖• A process improvement mindset• SET OBJECTIVES• Empowered transition team• Dedicated ITIL Manager• Training and Communication• Baseline and Benchmarks• Use project management 18
  19. 19. Awareness and Training• Awareness is to foster understanding of the need and to serve as a reminder• Training is a formal process meant to help people acquire skills – Foundation – Intermediate – Advance – Have a plan 19
  20. 20. Monitoring and Measurements Tell me how you will measure me and I will tell you how I will behave. -- Eliyahu Goldratt 20
  21. 21. Do NOT Start• Do not start by purchasing a tool – define processes and requirements first• Do not start with Configuration Management without having effective Change Management• Do not start with processes that are impossibly complex 21
  22. 22. Check List• Are procedures in place?• Are your processes continuously being optimized for efficiency, and are metrics in place to prove it?• Are your ownership and communication responsibilities clearly defined?• Are Service Level Agreement (SLA) metrics in place? 22
  23. 23. ―I have made this letter longer than usual because I lack the time to make it shorter‖ Blaise Pascal 23
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