Why doITIL                                  June 20Initiatives                           2011go Awry ITIL is industry de f...
Executive SummaryThe brand recognition and industry wide acceptance of ITIL based frameworks has created a new levelof awa...
Why do IT Projects fail to deliver….?Enterprise IT projects have had historical challenges in terms of on-time and budget ...
It is NOT Business As Usual (BAU)ITIL implementation is about Business, Business process and Business Service Management –...
TIL Pitfalls to Avoid- 3 common pitfalls are presented below:# 1 - So, how do you eat an elephant? Simple. One bite at a t...
implementation stay on course and deliver the business value it promises to. In any undertaking acurrent state analysis wi...
ITIL implementation can realize the intended business benefits and provide the required transformationif they are focused ...
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Why itil initiatives go awry

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ITIL is industry de facto standard for IT best practices and the library defines the key service areas. ITIL implementation is all about Business and solutioning the underlying fabric of services to support various business needs. Learn how you can successfully implement ITIL and realize the benefits by avoiding pitfalls and staying the course.

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Why itil initiatives go awry

  1. 1. Why doITIL June 20Initiatives 2011go Awry ITIL is industry de facto standard for IT best practices and the librarydefines the key service areas. ITIL implementation is all about Businessand solutioning the underlying fabric of services to support various By: Masaf Dawoodbusiness needs. Learn how you can successfully implement ITIL andrealize the benefits by avoiding pitfalls and staying the course.
  2. 2. Executive SummaryThe brand recognition and industry wide acceptance of ITIL based frameworks has created a new levelof awareness and an accelerated desire to implement ITIL across the entire enterprise. Coming from theheels of a tough economic cycle, the premise of value realization of IT service management furtherferments the desire to implement ITIL. This, if not carefully planned can lead to the derailing of theentire program and loss of user expectations, IT credibility and at a significant cost. Research hasindicated that the ITIL projects digress from the main course and are unable to deliver the proposedbusiness benefits – this note is aimed at providing recommendations on how to stay the course andprovide a safe landing for such programs.This research note covers:  Why do IT projects fail to deliver..?  It is NOT business as usual (BAU)  ITIL pitfalls to avoid  ITIL implementation approach  Conclusion“Eighty percent of IT Service Management and ITIL programs and projects have failed to meet theirobjectives and are deemed a failure by the sponsor. Despite the high-profile success of ITSM and ITILprojects in organizations like Proctor & Gamble and BMO Financial, most ITSM projects will fail. Thisis tragic since ITIL has so much to offer in helping organizations align IT with their business objectives.This tragedy of failed ITSM programs generally takes place over five phases, or like Shakespearesgreatest tragedy, Hamlet, five acts”.Lee Marshall Manta group 2
  3. 3. Why do IT Projects fail to deliver….?Enterprise IT projects have had historical challenges in terms of on-time and budget delivery to meet theexpectation. According to Standish group “Only 32% of IT projects are successful”. It is estimated thatoverall 70% of IT projects have had significant overruns (up to 190% of the overall cost) and failed tomeet customer expectations. The total value of such failed initiatives is also astronomical – according toCIO insight “$ 63Billion is annually spent on IT projects that fail in the USA”.ITIL implementation also falls in the same class of Enterprise IT projects that is prone to the sameoutcomes if not carefully planned for and underlying causes remediated. The top 3 reasons are:  Lack of executive support For a successful ITIL program the executive sponsorship is the key and For the leaders should be in the “Front of the initiative and Not Behind It”.  Lack of user involvement The Users engagement across all stages of ITIL lifecycle is vital to the success And nurturing of the initiative.  Un-realistic expectations Develop a realistic view of the delivery capability and not as a panacea to all existing Problems. The strategy bookmark set below outlines the technology strategy across various element s of the Enterprise that can prevent replication of the historical mistakes and recommend an approach that is based on balancing “Speed to value” against potential delivery and deployment risks. Organizational Regular Frequent change Phased (daily/weekly) Stakeholders Communication Shared vision management delivery progress mobilized and identified to all levels of against plan the program approach engaged tracking Progress TrackedMitigation Risk Daily 3
  4. 4. It is NOT Business As Usual (BAU)ITIL implementation is about Business, Business process and Business Service Management – it is allabout business and not about IT! ITIL is not just another IT project. It introduces cultural change and atransformational approach that can un-lock and deliver significant business value. The potential valuerealization of ITIL can be achieved if the initiative is targeted towards business and realizing businessvalue.ITIL is industry de facto standard for IT best practices and the library defines the key service areas andassociated processes. It is all about “PROCESS” and not “TECHNOLOGY”. Specifically, ITIL offers bestpractices guidance for the disciplines comprising IT services management, including service provisioning,support and service delivery. ITIL implementation is all about Business and solutioning the underlyingfabric of services to support various business needs.It is focused on the measurements as a starting point to provide the baseline and a credentialedmeasurement approach. ITIL provides the instrumentation framework of establishing the baseline formeasurements in terms of “What to” and leaves “How to” to the discretion of the enterprise. While thisprovides the required flexibility and tailoring that is specific to each environment and unique to eachimplementation – it nevertheless provides an opportunity for some assumptions, and misconceptionsthat can lead to incomplete view of the ITIL program. The IITL pitfalls in terms of scope, sizing andsupport requirements required a multidimensional view and corresponding approach to address andremediate them. 4
  5. 5. TIL Pitfalls to Avoid- 3 common pitfalls are presented below:# 1 - So, how do you eat an elephant? Simple. One bite at a timeThe old saying about ‘eating an elephant’ describes an enormous or very difficult task that is all butimpossible. ITIL implementation tends to very complex, large and drives this point home. The key is tohave a strategy to address the scope, size and services – “Chunkify it” The ability to deliver projects andprograms using a methodology and approach with start and end and intermediate deliverables vs. a bigbang approach has its merits.The following recommendations apply to the ITIL program in terms of scope, sizing and overallsolutioning: “I dont look to jump over  Size up the entire program 7-foot bars: I look around  Decide what to eat first for 1-foot bars that I can  Imagine eating the last bite step over”.  Gather the tools you need Warren Buffett- Founder  Gather the village/tribe and engage them Berkshire Hathaway Holdings#2 - Is there anything called “ITIL –In A Box” The Answer is NOCompanies look for an elusive ITIL box to build, buy but unfortunately end up burying it. The marketplace is specialized and offers a powerful array of tools for specific service automations but no one toolmay be able to provide the entire spectrum of services. The ITIL implementation needs a tools strategyand enabler rather a specific tool/vendor. The value of tool as an enabler is not to be overlooked andsidelined, rather highlighted after the business drivers and requirements are understood anddocumented. A collaborative approach with the leading technology providers is needed to develop anevaluation and benchmarking roadmap. It is suggested to use a careful, defined and formal vendorevaluation approach that is balanced, meets the needs of the business and leads to optimal vendorselection.# 3 - A Perfect Storm: Support, Stability and Service RequirementsSupport needs for an ITIL implementation at go live needs to be considered much like an ERP systemimplementation vs. tradition IT projects. The initial support requirements can be much higher andreflect an iterative cycle driven by commissioning and stabilization needs. The initial response is it tosolution for reduced support after the level of service automation has been implemented. Therequirement for augmented support can vary with the size, scale and scope of the implementation. AnORA (operational readiness Assessment) milestone event prior to production cut-over can highlight theneeds in terms of “Bubble Staff” to provide the additional support till such time as stability isachieved/target criteria is met.ITIL Implementation Approach – RecommendationsNow that we have articulated that necessary reasons to make this an Enterprise Strategic Initiatives andclearly differentiate this from “just another iT project” – let us look at some ways to make the ITIL 5
  6. 6. implementation stay on course and deliver the business value it promises to. In any undertaking acurrent state analysis will be very helpful to provide the baseline and process maturity level within thecompany. Understanding IT maturity is key to business success. This would help to prioritize thebusiness issues and challenges and focus on developing a solution for those areas. The most criticalbusiness processes areas need to be addressed instead of the most fragile. Have a phased approachbased on business priority. Consider the stability of the current operating environment in terms ofoperational performance and focus on the most business critical areas vs. the ones with most outages.“IT doesn’t get a lot of chances to prove itself to the business, but with incident, problem, change, allof a sudden IT looks like they have their act together.” George Spalding – Senior Analyst Pink ElephantA careful mix of processes and scope blended with the appropriate resources can lead to a successfulimplementation of the program.For each of the ITIL services selected the 4 key areas of activity are outlined below that need to beconsidered and implemented at local, regional/BU and Enterprise levels. Process Definition Tools  Process, Procedure and Template  Pre-Integrated Tools Work Instructions (including Global Content)  Implemented to support the global processes (data and function)  Configuration Guide  Usage Rules including:  Training Material  Mandatory Values  Configuration Guide: Operational Services Standard Reports and Reporting  Operational Model  Operational Reports  Support Chain  Service Level Reports  Shared Service Operations  Management Dashboard  Implementation Capability (trained)  Service Level Templates  Training and Certification  Configuration GuideConclusion 6
  7. 7. ITIL implementation can realize the intended business benefits and provide the required transformationif they are focused on the following strategy points:  ITIL is about Business Service Management (not just IT!)  ITIL is about Shared Vision of the enterprise (business, stakeholders, users)  ITIL is about a cultural transformation (change management)  ITIL provides building blocks to implement into the enterprise(phases/chunkify)  ITIL has enhanced Support and Serviceability requirements (Bubble Staff) 7

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