Itil implementation lessons learned

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Lessons Learned

-- ITIL Implementation

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―The only true source of knowledge is

experience.‖

Albert Einstein

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Importance of IT to the Delivery of the

Business Strategy and Vision

Global Status Report

on the Governance of

Enterprise It (GEIT)—2011

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Contribution of IT to the Business

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External Frameworks and Standards Used

as Basis for GEIT Approach

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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

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ITIL v3 Service Lifecycle

ITIL = Constant Change

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It Is Organizational Change

• The adoption of ITIL does require organizational change.

• Change follows a relatively predictable course of events.

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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

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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.

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―To truly achieve the goals of ITIL and IT Service

Management requires not just the implementation

of processes but a catalytic cultural change‖

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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

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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

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Reasons for Failure of Organizational Change

Initiatives

• 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)

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Reasons for Failure of Organizational Change

Initiatives

• 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 ManagementSource – Pink Elephant (mostly)

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Recommendation

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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

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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

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Tell me how you will measure me

and I will tell you how I will behave.

-- Eliyahu Goldratt

Monitoring and Measurements

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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

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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?

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―I have made this letter longer than usual because I

lack the time to make it shorter‖

Blaise Pascal

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