Itil implementation lessons learned
- 1. Lessons Learned -- ITIL Implementation 1
- 2. ―The only true source of knowledge is experience.‖ Albert Einstein 2
- 3. Importance of IT to the Delivery of the Business Strategy and Vision Global Status Report on the Governance of Enterprise It (GEIT)—2011 3
- 4. Contribution of IT to the Business 4
- 5. External Frameworks and Standards Used as Basis for GEIT Approach 5
- 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. ITIL v3 Service Lifecycle ITIL = Constant Change 7
- 8. It Is Organizational Change • The adoption of ITIL does require organizational change. • Change follows a relatively predictable course of events. 8
- 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. 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
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- 12. ―To truly achieve the goals of ITIL and IT Service Management requires not just the implementation of processes but a catalytic cultural change‖ 12
- 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. 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. 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) 15
- 16. 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 Management Source – Pink Elephant (mostly) 16
- 17. Recommendation 17
- 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. 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. Monitoring and Measurements Tell me how you will measure me and I will tell you how I will behave. -- Eliyahu Goldratt 20
- 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. 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. ―I have made this letter longer than usual because I lack the time to make it shorter‖ Blaise Pascal 23
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