It is not enough to focus only on technology..Another reason for low management commitment is also t...

1. Tips For A Successful Itil Implementation
It is not enough to focus only on technology..
Another reason for low management commitment is also that ITIL is usually an internal IT
department endeavor and not a direct requirement from the business. Empowering staff through
professional training, tools etc, is a prerequisite for this. 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 ITIL is management commitment, although this is
also probably the most difficult to obtain. How will the responsibility be determined if there is more
than one owner? Major companies who have successfully implemented ITIL have only one process
owner throughout the company, even if there are numerous divisions spread across the globe. It
would be best if these processes are of similar focus. Customer focus is paramount. Obviously a
process owner can have a split role, doing other work as well, especially in smaller companies. That
is why a lot of ITIL implementations just become a black hole sucking up money.
A great number of IT managers are under the mistaken misconception that ITIL is a wonder-cure for
all the problems that beset their organisation. As long as that other role is not too time consuming,
this might not be a problem. This is usually achieved by only having one process owner. In a large
corporate company, each of these roles should be fulfilled by dedicated people. The person
responsible should be capable of dedicating enough time and effort to ensure a successful
conclusion. Many managers need to understand is that ITIL is a a culture change as well as a major
organizational change.
By: George Marks
Article Directory: http://www.articledashboard.com
An experienced IT Practitioner and having just completed an ITIL Foundation V2-3 Bridging Course,
George Marks is ideally placed to offer information on ITIL implementation.
. It is possible for individuals to be made responsible for more than one process. The Change,
Configuration and Release roles can be shared by one person in small companies for example.
Companies who does not fill these roles individually are probably not serious enough about ITIL 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 ITIL might just become
another failed IT project.

2. Management commitment requires more than
words. 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. 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. A single consistent process throughout the organisation is a
prerequisite of ITIL. They think they can just install ITIL (almost like installing a new technology)
and everything will be OK.
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. It must be remembered that ITIL is merely a methodology for improving IT, and not the sole
focus of the business.
For an ITIL project to be successful, committment from the top is an essential prerequisite, and the
ITIL project may fail without it. The manager must embrace ITIL and continuously show his
commitment to it's implementation. As is demanding the right reports and taking action. This
ensures that the process is consistent everywhere within the company