CRITICAL SUCCESS FACTORS FOR INFORMATION TECHNOLOGY INFRASTRUCTURE LIBRARY IMPLEMENTATION IN PUBLIC SERVICE ORGANIZATIONS: AN EXPLORATORY STUDY

International Journal of Advanced Information Technology (IJAIT) Vol. 8, No.1/2, April 2018
DOI : 10.5121/ijait.2018.8201 1
CRITICAL SUCCESS FACTORS FOR INFORMATION
TECHNOLOGY INFRASTRUCTURE LIBRARY
IMPLEMENTATION IN PUBLIC SERVICE
ORGANIZATIONS: AN EXPLORATORY STUDY
Tayfour Abdalla Mohammed
Department of Business Administration, Jubail University College, Jubail Industrial City,
Kingdom of Saudi Arabia
Abstract
In recent years, market competitions and internal efficiency requirements derived many Information
Technology (IT) functions to shift their paradigms from IT asset management to IT service management
(ITSM). Consequently, a growing number of public and private organizations are implementing the ITIL
(IT Infrastructure Library) “best practice” as a framework for improving IT service management
processes. This paper presents an exploratory in-depth case study of two public service organizations in
the kingdom of Saudi Arabia deemed successfully implemented ITIL V3 processes. The case studies identify
several critical success factors (CSF) associated with ITIL implementation success. These CSF are then
compared with factors identified in the literature to shed light on success factors and challenges to offer a
learning experience for organizations currently undergoing or planning ITIL implementation.
Keywords
ITIL, IT Service Management, critical success factors, Saudi Arabia, project, process.
1. INTRODUCTION
Recently IT senior executives in public and private organizations are continuously challenged to
deliver value to internal and external stakeholders and to ensure working in harmony with the
business strategy for the entire organization. This challenge presents a significant change in IT –
business relationships from supporting business functions to enabling business processes cross
functionally, and the integration rather than alignment of IT with the entire business strategy.
In 2016, Saudi Arabia announced its vision 2030 accompanied with a national transformation
program 2020. At the heart of this vision is the adoption of the principles of performance
measurement for the evaluation of all government agencies, units and their executives and the IT
was identified to play an enabling role in this regard [1].
ITSM is concerned with the delivery and support of IT services to all business functions in the
organization with the main focus on the continuous improvement of the quality of IT services and
costs rationalization through performance measurement indicators [2]. It is a process and service-
oriented approach to IT service provision from a customer perspective [3]. ITSM is usually
implemented through a collection of ‘best practice’ in IT service provision commonly known
asIT Infrastructure Library (ITIL) Framework. Despite, the recent growing interest of information

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systems research community in western countries in researching and theorizing ITSM and ITIL
implementation, processes and practices (e.g. [4], [5], [6], [7], [8], however, there is a dearth of
research in this area in the Arab region in exception of few attempts by [9] and [10] in Morocco;
[11], [12]and [13]in United Arab Emirates; and [14] in Egypt. The purpose of this paper is to
contribute to this body of knowledge as well as highlighting the motivations, benefits, challenges
and success factors for ITIL implementation by investigating the following research question.
 What are the critical success factors for implementing ITIL in Saudi context?
The paper is organized as follows: in the following section the ITIL and ITSM concepts and
related literature on ITIL implementation and critical success factors is presented. Section three
provides description of the case studies and methods of data collection. In section four, the data
from two case studies is analyzed to identify the critical success factors as well as the
implementation benefits and challenges. Section five is the discussion of the findings in the light
of earlier findings from the literature. The final section presents the main limitations and
implications for further research
2. CONCEPTS AND LITERATURE REVIEW
2.1 ITIL And IT Service Management
ITIL is widely known as a de-facto standard for the IT service management. It was developed by
the Central Computer Telecommunications Agency (now called the Office of Government
Commerce) in the United Kingdom during the 1980s [15]. ITIL was basically introduced to
promote efficient and cost-effective IT service operations within government computing centers
[16]. ITIL was first introduced with 10 IT service processes in two sets namely: service delivery
and service support. The second version of ITIL added a function called the service desk to the
service support processes [17]. In 2007 ITIL version 3 was launched with the introduction of 5
service lifecycle stages. Table1 below provides descriptions of ITIL V3 five IT service lifecycle
stages:
Table 1: The five ITIL v3 lifecycle stages
Source: Adapted from [18], p. 54.
IT service management is a philosophy for running IT organizations; it evolves around business
process orientation, and represent a shift from functional and technology oriented to a cross-
functional service oriented approach to IT management and governance [19] & [20]. This shift
has been attributed to the rise of services oriented architecture, client server computing,

3
virtualization, distributed applications and increased adoption of enterprise resource planning
(ERP) systems [21].Therefore, IT managers in IT departments must prove to their senior
management their ability to reengineer historically silo-based IT functions into value-based and
end-to-end process-based service provider.ITIL processes were then prescribed by IT and
business process consultants as a tool for effective and efficient ITSM.
Recently, many organizations have implemented ITIL processes as a framework for improving
ITSM and like any implementation of a new or improved system or process, there are influencing
factors that facilitate, challenge or jeopardize the implementation success and prevents the IT
project from achieving its objectives[22]. The following section presents a review of critical
success factors (CSF) concept in information systems (IS) research with particular emphasis on
ITIL and ITSM implementation.
2.2. The Critical Success Factors In Information Systems Research
There is a wide body of knowledge and theories in IS research used to theorize and describe IS
success. For example, [23] conducted a review of the taxonomies of IS success literature and
proposed their model of IS success where user satisfaction, system use, perceived usefulness were
proposed and key elements[24] &[25]. The model was revisited after 10 years [26] to incorporate
quality dimensions.The technology acceptance model (TAM) by[27] and its subsequent
variations and adaptation is another theme in IS literature for tracing factors such as perceived
usefulness and ease of use and their association with the successful introduction of new
technology.The diffusion of innovation (DOI) model theorized how new technology spread
across time and space and why users demonstrate different levels of willingness to adopt and
thereby contributing to the success of implemented innovations like ITIL processes [28].
The critical success factors (CSFs) concept is an IS project management and planning approach
where CSFs are defined as the few key areas of the project where things must go right for the
project to succeed, and if they are not accomplished well, it is unlikely that the project’s
objectives will be attained [22& [29]. The CSFs conceptis well grounded in IS literature in
investigating different types of IS implementations, business process reengineering and other IT
project management initiatives in various contexts. For example, [30]conducted empirical study
of the CSFs in the ERP implementation process and identified 22 CSFs ranked in order of
importance from top management support to the use of consultant.Also [31] investigated ERP
implementation across countries and cultures and suggested CSFs that include top management
support, project vision, goals and objectives, organizational readiness, conflict resolution
mechanism, etc. (See table 2). ITIL implementation has many similarities with ERP
implementations and both differ from traditional IS in scale, scope of system and organizational
change, project management and need for business process re-engineering [30].Despite the
existence of respectful body of literature discussing the different angles of ITIL implementation,
however, as suggested by[22] limited academic research on ITIL implementation has focused on
reporting outcomes in terms of successes, failures and benefits realization and that research in
CSFs for ITIL implementation at best can be described as embryonic. For example, [32] studied
the most important factors for successful ITIL implementation from ITIL experts’ point of view
and the results revealed that management factors such as management support, leadership,
training, communications with stakeholders, change management are considered as most
important CSFs, while, the technological and methodological factors were ranked low.
[22]identified three CSFs not report in previous mainstream literature to include process priority,

4
ITIL-friendly culture, and customer-focused metrics for performance measurement.[33]
conducted a case study research on ITIL related business process change to compare successful
with un-successful implementation. The study identified several CSFs related to ITIL
implementation such as strategic alignment and customer focused, a contingency based approach,
learning and knowledge management, planned and risk driven approach (see table 2).[13]
conducted a study on CSFs for ITIL implementation in the context of United Arab Emirates to
examine whether CSFs identified in one context can be transposed into a different context. The
authors identified 84 success factors summarized into three domains of structures, processes and
relational mechanisms.[12] undertook an ITIL implementation study to explore how different
groups (i.e. Management, IT staff and users) rank selected CSFs in order of importance and
concluded that different stakeholders have different construction of ITIL implementation success
and/or failure. Table 2 below provides summary of important CSFs for ITIL implementation
identified by previous studies. Based on this review, this study is intended to explore how ITIL
framework for ITSM is being implemented in two public organizations in the Kingdom of Saudi
Arabia as well as to explore the CSFs of ITIL implementation identified by the two organizations
and compare the findings with the evidences from previous studies. With the lack of evidence of
previous published research on ITIL implementation in Saudi context, this study also aims to
contribute the body of knowledge by exploring the Saudi context and compare it with findings
from other contexts.[13] summarized reasons for exploring ITIL implementation in this context in
five factors namely: the increasing popularity of ITIL, lack of academic research in this domain,
lack of studies from Asia-specially the Saudi context, issues and challenges in ITIL
implementation and finally the lack of classification of success factors. The next section describes
the data collection methodology used.
3. DATA COLLECTION & METHODOLOGY
The research aim and question in this study were addressed using two cases of public service
organizations implemented ITIL framework for ITSM. The two cases were selected due to the
opportunity offered to the researcher. At the first time the researcher approached the two
organizations during a field trip with a group of students visiting the IT Departments at the two
organizations. The purpose of the visit was to show students how IT project management is being
practiced. After the initial discussion with respective ITIL project managers, the researcher
developed an interest in further exploring their experiences and was given permission to
interview the project managers at his convenient time.
3.1. Research Method
The underlying assumptions of this study follow the “interpretivism” approach. Interpretivism
offers a good basis for conducting research based on case studies, ethnography and participant
observation in the real organizational life to gain in-depth insights into social phenomena-such as
ITIL implementation projects-in their social context [34]. Since the study is exploratory in nature,
interpretive case study research design was chosen as a method to undertake “qualitative enquiry”
[13]. In such type of case study design, the case study notes, interviews and documents record the
views of participants and describe naturally occurring events. The data collected then needs to be
organized, explained and interpreted to make sense of the case [35]. The two cases presented here
deemed to have successfully implemented ITIL framework for ITSM

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Table 2. Overview of CSFs identified in previous studies
STUDY & CONTEXT
THE CRITICAL SUCCESS FACTORS SOMERS &
NELSON (2001) -
ERP
IMPLEMENTATION
POTI ET AL (2011)
– ERP
IMPLEMENTATION
POLLARD &
CATER-STEEL
(2009) – ITIL
IMPLEMENTATION
IDEN &
LANGELAND
(2010) – ITIL
IMPLEMENTATION
1. TOP MANAGEMENT
SUPPORT
/COMMITMENT/OWNERSHIP
& LEADERSHIP
   
2. PROJECT TEAM
COMPETENCE
 
3. INTERDEPARTMENTAL
COOPERATION
 
4. CLEAR GOALS AND
OBJECTIVES
 
5. PROJECT MANAGEMENT  
6. OPEN
INTERDEPARTMENTAL
COMMUNICATION
   
7. MANAGEMENT OF
EXPECTATIONS

8. PROJECT CHANGE
CHAMPIONS

9. VENDOR SUPPORT 
10. CAREFUL ITSM
SOFTWARE PACKAGE
SELECTION
  
11. DATA ANALYSIS &
CONVERSION

12. DEDICATED RESOURCES 
13. USE OF STEERING
COMMITTEE

14. USER TRAINING ON
SOFTWARE AND PERSONAL
DEVELOPMENT
  
15. EDUCATION ON NEW
BUSINESS PROCESSES
 
16. BUSINESS PROCESS
REENGINEERING

17. MINIMAL CUSTOMIZATION 
18. ARCHITECTURE CHOICES 
19. CHANGE MANAGEMENT   
20. PARTNERSHIP WITH
VENDOR

21. USE OF VENDORS’ TOOLS 
22. USE OF CONSULTANTS  
23. INCENTIVES 
24. ORGANIZATIONAL
READINESS

25. CONFLICT RESOLUTION
MECHANISM

26. PROCESS PRIORITY 

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27. ITIL FRIENDLY CULTURE 
28. CUSTOMER-FOCUSED
METRICS AND
MEASUREMENTS.
 
29. SENIOR MANAGEMENT
KNOWLEDGE OF PROCESS
ORIENTATION

30. START WITH QUICK WINS 
31. CONTINUOUS
IMPROVEMENT
32. STRATEGIC ALIGNMENT
AND CUSTOMER FOCUSED
33. A CONTINGENCY BASED
APPROACH
34. PLANNED AND RISK
DRIVEN APPROACH
35. INCREMENTAL
IMPLEMENTATION
PROCESS
36. HIGH QUALITY ITIL
IMPLEMENTATION
37. LEARNING AND
KNOWLEDGE
MANAGEMENT
38. ITIL PROJECT FEASIBILITY
The first case is a public health care service provider (HSP); it was officially inaugurated in 2002.
It is considered one of the leading health care service providers in the region. It is part of a group
of medical cities located across the Kingdom with a total manpower of 25000 employees of
which 500 employees are working for the IT Department. HSP has 120 beds capacity, two
intensive care units, four operation rooms and four delivery rooms all equipped with latest high
quality medical devices. The IT department in HSP is responsible for development and support of
all computer systems, hardware, software and applications (including ERP, human resource, and
clinical information systems applications). The ITIL implementation project at HSP started
during the first quarter of 2014 and completed early 2016.
The second case is an autonomous government services provider (GSP) offering industrial,
engineering, health, education, and investment services. GSP has over 6000 employees
distributed among seven sectors. The IT department belongs to Support Services sector and it
employs over 200 IT professionals distributed between desktop support, network support, service
desk, applications support, ERP team, and the data center. The ITIL implementation project at
GSP started early 2010 and completed by mid of 2014. The two organizations implemented
selected ITIL v3 processes as shown in table 3 which indicates almost similar size of ITIL
implementation project.

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Table 3. ITIL v3 Processes and functions implemented by case study organizations
3.2. Data Collection
During November 2015 in two separate meetings, the ITIL Project Management Office (PMO)
managers in the two organizations in open discussion with the researcher and group of students
responded to questions related to their experiences in implementing ITIL framework. The
responses during group discussions provided information concerning the implementation process,
challenges, benefits and CSFs. The discussion information and the researcher’s observation were
noted on a research diary which is used to develop themes for subsequent interviews. In 2016, in-
depth semi-structured personal interviews were conducted with the two key informants in HSP &
GSP; namelythe ITIL PMO managers. As [30] noted that if only one key informant in an
organization to be interviewed, attempt to identify the person most knowledgeable about the issue
of interest. Therefore, ITIL PMO managers are considered to be the relevant informants. The
ITIL PMO manager at GSP is ITIL certified, while his counterpart at HSP is ITIL & COBIT
certified, ISO 20000 practitioner and Lean Six Sigma Black belt certified. The interviews lasted
between One and One and half hour. Apart from CSFs, the interview themes include justification
for implementation, the implementation strategies adopted, challenges faced and benefits
realized. All interviews were audio recorded and transcribed immediately following the
interviews so as not to lose the context. The transcribed interviews materialswere emailed to the
informants for further verification. The data generated from the interviews was triangulated with
other information collected from the group discussions and observation notes as well as
secondary data obtained from the organizations’ official websites, vendors’ websites and publicly
available documents. By triangulating these multiple data generation techniques with the
theoretical literature, the researcher reduces the limitations of using a single method and provides
a possibility of cross-checking multiple perspectives from a variety of sources thereby
contributing towards enhancing the validity of the research process([36] &[37]).

8
4. ANALYSIS AND FINDINGS
The amount of qualitative data generated through interview transcripts, field visit notes and
official documents was further reduced by highlighting the emerging themes. [38] suggested that
qualitative data can be reduced through summary or paraphrase summed up in a larger patterns or
themes. The content analysis of the data collected was triangulated within each case organization
and between the two cases. The cross-case analysis allows the researcher to compare answers to
research question and highlight the important themes, similarities and differences; and that will
further enhance the research validity ([22]). The themes developed were then compared to the list
of CSFs identified in previous ITIL implementation literature. In this way the researcher will be
able to test the explanatory power of the CSFs list derived from the case study, and further extend
the list ([16]).
4.1. Motivation For Itil Implementation
The data analysis of the two case organizations revealed two different motives for initiating ITIL
implementation project. The main reason at GSP centered on the increasing complaints from
users for long resolution time and the persistence of informal processes as documented by the
PMO Manager at GSP “…we need to find a solution to the accumulated and increasing customer
complaints, employees are not happy with the service delivered and the long time it takes…there
were no clear processes for managing IT, the blaming culture is widely spread and business
users used to directly call a friend in the IT department for a favor”.For HSP the main reason was
the need to break the cultural and communication gaps “…silo based work practices exist
between departments and within the IT department…business users don’t understand IT technical
jargons…we wanted to harmonize cultural differences, bridge communication gaps and optimize
our resources…we discovered that ITIL is an excellent framework to be used”
4.2. The ITIL Implementation Approach
The ITIL implementation usually involves new or re-engineered business processes supported by
ITSM software solutions prescribed by consultants and/or vendors. [22] pointed out that the
implementation strategy adopted by any organization depends on the situation, strategic
directions and budget available. Both GSP and HSP used phased approach to implementation
where systems and processes are implemented incrementally. “In GSP we implemented these
processes in phases, we started with incident management until we are sure that the process was
stabilized then we moved to the next process”. On the same vein the ITIL project manager at HSP
stated that “…ITIL has around 27 processes, we decided to start with only five processes and the
service desk function, we used ISO 14405 for process capability evaluation and we realized that
we cannot exceed these five processes in the first stage”. Therefore, it was evident that the
specific situation in each organization mandates the use of phased approaches. Despite the fact
that both organizations used incremental implementation, however, they follow different
methods. GSP considered “the implementation was a top-down where senior management were
extremely involved and push very hard”, while HSP ITIL project manager emphasized that “as
project manager I should make sure that knowledge was transferred to people at the frontline and
monitor that they learned the know-how, I shouldn’t force or push them…gradually I found that
they are well scaled”

9
4.3. ITIL Implementation Challenges
Previous research on ITIL implementation has suggested that academic literature lacks a
discussion of specific challenges faced during implementations ([22]). Moreover, the few
empirical studies conducted in this regard revealed that ITIL implementation is a very
challenging undertaking and that several individual and organizational competencies and skills
are required for smooth transition ([39]). The major implementation challenges faced by GSP
include resistance to process and cultural change and the technical issues associated with the
move from the old helpdesk application to the new service desk software. Furthermore, the
project manager at GSP suggested that “we overcome most of these challenges by extensive
training and better communications”. The major challenges at HSP include lack of clarity of ITIL
framework, negotiation of the service level agreement (SLA) and operational level agreement
(OLA) and resistance to change. To overcome the challenges the project manager stated that “all
of it comes to your leadership style, closing communication gap and deliver appropriate
training”.
4.4. ITIL Implementation Benefits:
[8] contended that implementing ITIL may lead to several strategic and operational benefits to the
organization. Moreover, it has been argued that organizations implementing ITIL framework may
realize benefits in terms of increased customerculture and service as well as the efficiency and
transparency of IT processes ([40]). In a survey of 441 firms, [41]) examined the benefits of
implementing ITIL as a framework for ITSM and provided a collection of nine key benefits at
strategic and operational levels including: “service quality, standardization of service, customer
satisfaction, return on investment, reduction of downtime, benefited from best practice experience
of others, financial contribution control, first-call resolution rate, morale of IT” (table 1, p. 366).
In our case study organizations, the ITIL project manager at GSP summarized the benefits
realized from the implementations as “…we were able to map and document our processes, the
customer service culture has improved, now we carry out a satisfaction survey after closing every
incident, resolving a problem or fulfilling a request, the average score we have is over 86%
satisfaction rate”.The GSP ITIL project manager also added “after implementing ITIL the
incident resolution time dropped to 45 minutes, we were able to overcome the communication
problem, and the service desk has been established and widely advertised as a single point of
contact”. On the other hand, the HSP ITIL
project manager summarized his organizational benefit saying that “ITIL implementation
introduced a kind of new culture and work principle, also now we know the total cost of
ownership for the IT services we deliver… benchmarking to measure our performance as IT
department compared to others, and customer satisfaction survey”. It is clearly evident here that
the focus was on the customer service culture and customer satisfaction, and this can be partly
explained by the recent move of many public service organizations to comply with the principles
of the national transformation program (NTP 2020) and the Saudi vision 2030 which emphasized
the deregulation of public service organizations.
4.5. The Critical Success Factors
The review of previous studies resulted in the identification of 38 CSF as presented in table 2
above. Empirical data derived from interview transcripts, notes and other relevant documents
confirmed some of the CSFs from previous literature and revealed new case and context specific

10
CSFs. For example GSP case study confirmed 24 and revealed 2 new CSFs, while HSP case
study confirmed 21 and revealed 1 new CSF. Tables 4&5 present the CSFs identified in each case
study and supporting quotes from interview transcripts with ITIL project managers.
Table 4. Interview quotes supporting critical success factors identified in GSP case study
CRITICAL SUCCESS FACTORS SUPPORTING QUOTES
1. TOP MANAGEMENT SUPPORT “THE FIRST THING WE DID IS GETTING TOP
MANAGEMENT SUPPORT AND SPONSORSHIP”
2. PROJECT TEAM COMPETENCE “THE PROJECT TEAM CONSISTS OF SELECTED PEOPLE
FROM THE IT DEPARTMENT, BUSINESS USERS AND
THE ITIL CONSULTANTS”
3. INTERDEPARTMENTAL COOPERATION “WE SIT TOGETHER WITH THE BUSINESS USER
DEPARTMENTS TO NEGOTIATE THE OLA”
4. CLEAR GOALS AND OBJECTIVES “I CAN SAY OUR PROJECT SCOPE MANAGEMENT AND
CONTROL WAS EXCELLENT”
5. PROJECT MANAGEMENT “AS ITIL PMO MANAGER MY ROLE INVOLVES
CAREFUL SUPERVISION OF THE WHOLE ITIL
IMPLEMENTATION AS WELL AS COORDINATION WITH
VENDORS AND CONSULTANTS”
6. OPEN INTERDEPARTMENTAL
COMMUNICATION
“WE USED EXTENSIVE COMMUNICATION TO SELL THE
PROJECT ACROSS THE ORGANIZATION…WE CREATED
A WEB PORTAL, BROCHURES, VIDEOS,
MANUALS…ETC.”
7. MANAGEMENT OF EXPECTATIONS “WE COLLECTED ALL SERVICES IN A SERVICE
CATALOG, THEN AGREE WITH OUR IT EMPLOYEES
REGARDING APPROPRIATE RESOLUTION TIME TO SET
UP A KPI FOR EACH REQUEST. ONCE WE REACH
AGREEMENT, THEN WE CREATED THE OLA…NOW WE
ARE TRYING OUR BEST TO MEET THE SLA”.
8. PROJECT CHANGE CHAMPIONS “A CHANGE CHAMPIONS TEAM WAS CREATED, WE
SELECTED THE HIGHLY MOTIVATED IT SUPERVISORS
FOR THIS TEAM, THEY WERE PLACED IN ITIL
PROFESSIONAL CERTIFICATION TO BECOME ITIL
EXPERTS”
9. VENDOR SUPPORT “ALL TECHNICAL ISSUES ASSOCIATED WITH THE
SOFTWARE ARE REFERRED TO THE THIRD PARTY (THE
VENDOR)”
10. CAREFUL ITSM SOFTWARE PACKAGE
SELECTION
“WE SELECTED A VERY FLEXIBLE AND EASY TO USE IT
SERVICE MANAGEMENT SOFTWARE SOLUTION AS A
TOOL TO HELP US IN ITIL IMPLEMENTATION AND TO
REPLACE OUR CURRENT HELP DESK APPLICATION…IT
IS A COMPLETE SOLUTION SUPPORTING ALL ITIL
PROCESSES”
11. USER TRAINING ON SOFTWARE AND
PERSONAL DEVELOPMENT
“WE CONDUCTED EXTENSIVE TRAINING SESSIONS AND
WORKSHOPS ON ITIL PROCESSES AND THE
SOFTWARE”
12. EDUCATION ON NEW BUSINESS
PROCESSES
“ALL IT STAFF HAVE ATTENDED ITIL FOUNDATION
COURSE CONDUCTED BY OUR CONSULTANT”
13. BUSINESS PROCESS REENGINEERING “THE IMPLEMENTATION REQUIRES A COMPLETE
BUSINESS PROCESS RE-ENGINEERING, SINCE PRIOR TO
ITIL WE DON’T HAVE CLEAR PROCESSES FOR SERVICE
DELIVERY AND SUPPORT”

11
14. MINIMAL CUSTOMIZATION “WE CUSTOMIZED THE SOFTWARE TO MEET OUR
PARTICULAR INFORMATION NEEDS, WE REMOVED
MANY UNNECESSARY THINGS” “THE
CUSTOMIZATION INVOLVES RE-ENGINEERING OR
THE REDESIGN OF SOME PROCESSES”
15. CHANGE MANAGEMENT “I BELIEVE THIS IS A RADICAL SHIFT IN MENTALITY
WHICH REQUIRE A RADICAL CULTURAL CHANGE
MANAGEMENT”
16. USE OF VENDORS’ TOOLS “WE PROCURE A VERY EXCELLENT IT SERVICE
MANAGEMENT TOOL”
17. USE OF CONSULTANTS “WE STARTED BY HIRING AN EXTERNAL
CONSULTANT CALLED…WE HAVE A TEAM OF 8
CONSULTANTS STATIONED IN THE IT DEPARTMENT”
18. CUSTOMER-FOCUSED METRICS AND
MEASUREMENTS.
“BEFORE 2010 THE IT SERVICE DELIVERY AND
SUPPORT WAS CARRIED OUT IN AN AD HOC
WAY…THERE IS NO SLA TO SET THE TIME FRAME
FOR INCIDENT RESOLUTION OR CLOSING A CHANGE
REQUEST…IT MIGHT TAKE BETWEEN 3 DAYS TO 2
WEEKS. AFTER THE IMPLEMENTATION INCIDENT
RESOLUTION DROPPED TO 45 MINUTES”
19. START WITH QUICK WINS “WE SELECTED THE MORE RELEVANT ITIL
PROCESSES FOR IMPLEMENTATION”
20. STRATEGIC ALIGNMENT AND
CUSTOMER FOCUSED
“WE FOCUSED VERY MUCH ON CUSTOMER SERVICES
AND THE RELATIONSHIP MANAGEMENT WITH THE
BUSINESS”
21. PLANNED AND RISK DRIVEN APPROACH “WE SELECTED THE MORE RELEVANT ITIL
PROCESSES FOR IMPLEMENTATION, WE FELT THAT
THERE IS NO NEED TO COVER THE WHOLE
PROCESSES IN ITIL V3”
22. INCREMENTAL IMPLEMENTATION
PROCESS
“WE IMPLEMENTED THESE PROCESSES IN PHASES,
WE STARTED WITH INCIDENT MANAGEMENT UNTIL
WE ARE SURE THAT THE PROCESS WAS STABILIZED
THEN WE MOVED TO THE NEXT PROCESS”
23. HIGH QUALITY ITIL IMPLEMENTATION “CONSULTANTS HELPED US IN MAPPING THE AS-IS
PROCESSES, BENCHMARKING THE AS-IS WITH ITIL
V3 PROCESSES, IDENTIFY THE GAP, AND CARRY OUT
NECESSARY CUSTOMIZATION IN ITIL V3 PROCESSES
TO SUIT OUR NEEDS”
24. LEARNING AND KNOWLEDGE
MANAGEMENT
“THE KNOWLEDGE TRANSFER FROM OUR
CONSULTANTS WAS A KEY FACTOR, WE HAVE 8
EXPERTS ONSITE WHO PROVIDED A FULL SUPPORT
FOR ONE YEAR AS PER THE CONTRACT”
25. CASE SPECIFIC CSFS
- USE OF LEGITIMATE POWER
- EMPLOYEES EMPOWERMENT
“WE USED A MIXTURE OF LEGITIMATE POWER AND
EMPLOYEES EMPOWERMENT…IF WE FACE ANY
RESISTANCE WE JUST WALK IN AND TALK TO
CONCERNED SENIOR MANAGEMENT TO EXERCISE
THEIR POWER”.
“WE ALSO EMPOWER OUR EMPLOYEES BY
PROVIDING PROPER TRAINING”.

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Table 5. Interview quotes supporting critical success factors identified by HSP case study
CRITICAL SUCCESS FACTORS SUPPORTING QUOTES
1. TOP MANAGEMENT SUPPORT “THE TOP MANAGEMENT IN IT AND NONE IT
DEPARTMENTS IS VERY SUPPORTIVE…WITHOUT
SUCH SUPPORT YOU CANNOT IMPLEMENT”
2. PROJECT TEAM COMPETENCE “WELL TO ME, THE CSF IS MANPOWER AND
THE PROJECT TEAM IS ONE ELEMENT THAT
MAKE THIS PROJECT A SUCCESS…I HAVE
CREATED TEAMS FOR EACH AREA OF THE
PROJECT SUCH AS GOVERNANCE TEAM,
SECURITY AND RISK TEAM, BALANCE SCORE
CARD TEAM, ETC.”
3. INTERDEPARTMENTAL COOPERATION “WE HAVE AGREED WITH OTHER
DEPARTMENTS REGARDING THE SLA,
EVERYONE HAS A DIFFERENT OPINION, BUT WE
ALMOST COME AN ACCEPTABLE AVERAGE”
4. CLEAR GOALS AND OBJECTIVES “IN THE PROJECT INITIATION DOCUMENT, WE
IDENTIFIED OUR KEY OBJECTIVE AND
STAKEHOLDERS, THE PROJECT CHARTER WAS
ANNOUNCED STATING THAT I AM THE PROJECT
MANAGER, SETTING THE START AND END
PERIOD AND THE BUDGET ALLOCATED”
5. PROJECT MANAGEMENT “I AM THE PROJECT MANAGER AND AN ITIL
EXPERT…IN OUR ITIL PROJECT MANAGEMENT
WE ADOPTED PMBOK PRINCIPLES, WE USED
MS PROJECT 2013 AS A TOOL”
6. OPEN INTERDEPARTMENTAL
COMMUNICATION
“THE PROBLEM IS NOT JUST THE LACK OF
COMMUNICATION BETWEEN THE IT AND
BUSINESS USERS, IT IS EVEN BETWEEN THE IT
PEOPLE THEMSELVES, SO WE HAVE TO BREAK
THIS”
7. MANAGEMENT OF EXPECTATIONS “I DID STATISTICS AND VARIANCE ANALYSIS TO
COME UP WITH ACCEPTED TIME RANGE FOR
SERVICE DELIVERY AND I ANNOUNCED IT. SO,
WHEN YOU REQUEST ANY SERVICE I WILL TELL
YOU THAT, IT WILL TAKE 10 OR 20 MINUTES DO
YOU AGREE?”
8. VENDOR SUPPORT “THE VENDOR IS AN AMERICAN COMPANY AND
HAS A LOCAL AGENT, IT IS AN AMAZING
COMPANY. YOU WOULDN’T BELIEVE IT, THEY
HAVE ANNUAL CONFERENCE BRINGING USERS
FROM AROUND THE WORLD TO SHARE THEIR
EXPERIENCES, I ATTENDED LAST YEAR
CONFERENCE”
9. CAREFUL ITSM SOFTWARE PACKAGE
SELECTION
“THE MARKET IS FULL OF ITSM SOFTWARE
VENDORS, WE STARTED BY WRITING RFP AND
WE CAREFULLY DEFINED OUR REQUIREMENTS.
WE RECEIVED 7 QUOTATIONS, IT WAS VERY
EASY FOR US TO SELECT BECAUSE WE KNOW
OUR REQUIREMENTS…THEREFORE WE
SELECTED [THIS] SOFTWARE”
10. USER TRAINING ON SOFTWARE AND “MOST OF OUR IT STAFF ATTENDED ITIL

13
PERSONAL DEVELOPMENT FOUNDATION COURSE
11. EDUCATION ON NEW BUSINESS
PROCESSES
“WHAT WE DID IS, WE EDUCATED PEOPLE ON
THE NEW PROCESS FOR REPLACING THE
TONNER, WE DESIGNED A TRAINING COURSE TO
SHOW PEOPLE HOW TO REPLACE THE TONNER
BY THEMSELVES AND THIS HAS SAVED US
MONEY”
12. BUSINESS PROCESS REENGINEERING “ACTUALLY WE RE-ENGINEERED MOST OF OUR
IT SERVICES, WE STARTED WITH
FLOWCHARTING LOOKING AT OUR IT SERVICES
AS PROCESSES. I DISCOVERED THAT THE TIME
CONSUMED IN DELIVERING OUR SERVICES IS
VERY LONG AND NEED TO BE REVISED”
13. CHANGE MANAGEMENT “ACTUALLY THE LEVEL OF RESISTANCE WAS
VERY HIGH, PEOPLE WERE USED TO FILE
REQUESTS THROUGH PHONE AND EMAILS AND
TRY TO NEGOTIATE INFORMALLY…CHANGE
MANAGEMENT WAS SO DIFFICULT EVEN WITHIN
THE IT DEPARTMENT”
14. USE OF VENDORS’ TOOLS “WE SELECTED [THIS]TOOL, WE DIDN’T
SELECT THE HP TOOL EVEN THOUGH IT IS A
BIG COMPANY”
15. PROCESS PRIORITY “FOR EXAMPLE SOMEONE WILL MEET YOU IN
THE RESTAURANT AND SAY I HAVE SENT YOU A
REQUEST, PLEASE HELP. THIS IS VERY
DIFFICULT AND PUT PRESSURE ON US.
MEASUREMENTS.
“WHENEVER A TECHNICIAN CLOSE A REQUEST,
A CUSTOMER SERVICE SATISFACTION SURVEY
WILL BE FORWARDED TO THE USER TO
EVALUATE THAT TECHNICIAN, WHEN THE
SCORE IS BELOW 80% I USED TO INTERVENE”
17. STRATEGIC ALIGNMENT AND
CUSTOMER FOCUSED
“YOU CANNOT JUST GO AND IMPLEMENT ITIL
AS SUCH, YOU NEED TO KNOW THE STRATEGY
OF YOUR ORGANIZATION, THE VISION OF THE
ORGANIZATION, THE MOST CRITICAL
PROCESSES, AND HAVE A CLEAR DEFINITION OF
THE MAIN KPIS”
18. PLANNED AND RISK DRIVEN APPROACH “WE DID THE REGULAR PLANNING, WE
PLANNED THE HUMAN RESOURCES, THE
QUALITY, THE RISK, THE PROCUREMENT, WE
EVEN PLANNED THE PROJECT SCOPE AND THE
INTEGRATION”
19. INCREMENTAL IMPLEMENTATION
PROCESS
“WE STARTED WITH 5 MAIN PROCESSES, I
SIMPLIFIED THINGS AND BY TIME WE
DISCOVERED THAT WE ARE COVERING OR
EXCEEDING 20 PROCESSES WITHIN THE
SELECTED 5 PROCESSES”
20. HIGH QUALITY ITIL IMPLEMENTATION “ WE FOLLOWED BEST PRACTICE IN ITIL
PROJECT MANAGEMENT, STARTED WITH
PROJECT INITIATION, THEN PLANNING,
EXECUTION, MONITORING & CONTROL, AND
FINALLY THE CLOSURE STAGE AND THE
LESSONS LEARNED MEETINGS”

14
21. LEARNING AND KNOWLEDGE
MANAGEMENT
“AS PROJECT MANAGER I SHOULD MAKE SURE
THAT KNOWLEDGE WAS TRANSFERRED TO
PEOPLE AT THE FRONTLINE AND MONITOR
THAT THEY LEARNED THE KNOW-HOW”
22. NEW CASE SPECIFIC CSFS
- COMBINE ITIL WITH
ADDITIONAL QUALITY
STANDARDS.
“FRANKLY SPEAKING YOU CANNOT DEPEND ON
ITIL ALONE, YOU HAVE TO USE ISO 14405 TO
MEASURE PROCESS CAPABILITY, THE
GOVERNANCE TEAM APPLIED COBIT
STANDARDS TO ENSURE THAT WE DID NOT
VIOLATE ORGANIZATIONAL POLICIES AND
REGULATIONS”
 PMBOK = Project Management Body of Knowledge; KPIs = Key Performance Indicators;
RFP = Request for Proposal
The above section outlined and described the major findings from the previous studies and the
case studies data. The next section is a discussion of the above research findings.
5. DISCUSSION OF FINDINGS
The analysis of the case study data suggest that strong support to previously identified CSFs was
found as evidenced in the quotes of ITIL implementation project managers. In table 6. below, and
in line with CSFs reported in previous studies, the top management support, ITIL project team
competency, project management skills, interdepartmental communication and cooperation,
training, planning, implementation process and customer focused orientation are the managerial
factors that are unanimously identified as CSFs by previous and current study. Despite the fact
that ITIL project implementation was seen by both organizations as a radical change intervention
in which many organizations seek help from consultants; supervising HSP relied very much on its
in-house capabilities without the use of external consultants as explained by the project manager
“it is done in house, actually I did some research and I discovered that, they are not qualified”.
This could be partly explained by the high level of expertise, and the ITIL training and
professional certification of the HSP project manager. On technical issues, both case studies and
previous studies have identified business process reengineering, selection and use of vendor tools,
and education on the new processes and software as CSFs for ITIL implementation. Surprisingly,
the HSP project manager did not mention change management or the use of change champions as
CSFs. It might be implied that change champions are used by external consultants to facilitate
communication and implementation processes to avoid the “outsider” syndrome. It has also been
argued that many IT service providersmaintain a technology ratherthan customer focused culture
where technology is always prescribed by software vendors and business process consultants as a
panacea to organizational problems ([22]).

15
Table 6. Comparison with CSFs identified in previous studies
THE CRITICAL SUCCESS FACTORS PREVIOUS
STUDIES
GSP
CASE
HSP
CASE
1. TOP MANAGEMENT SUPPORT
/COMMITMENT/OWNERSHIP & LEADERSHIP
  
2. PROJECT TEAM COMPETENCE   
3. INTERDEPARTMENTAL COOPERATION   
4. CLEAR GOALS AND OBJECTIVES   
5. PROJECT MANAGEMENT   
6. OPEN INTERDEPARTMENTAL COMMUNICATION   
7. MANAGEMENT OF EXPECTATIONS   
8. PROJECT CHANGE CHAMPIONS   X
9. VENDOR SUPPORT   
10. CAREFUL ITSM SOFTWARE PACKAGE SELECTION   
11. DATA ANALYSIS & CONVERSION  X X
12. DEDICATED RESOURCES  X X
13. USE OF STEERING COMMITTEE  X X
14. USER TRAINING ON SOFTWARE AND PERSONAL
DEVELOPMENT
  
15. EDUCATION ON NEW BUSINESS PROCESSES   
16. BUSINESS PROCESS REENGINEERING   
17. MINIMAL CUSTOMIZATION   X
18. ARCHITECTURE CHOICES  X X
19. CHANGE MANAGEMENT   X
20. PARTNERSHIP WITH VENDOR  X X
21. USE OF VENDORS’ TOOLS   
22. USE OF CONSULTANTS   X
23. INCENTIVES  X X
24. ORGANIZATIONAL READINESS  X X
25. CONFLICT RESOLUTION MECHANISM  X X
26. PROCESS PRIORITY  X 
27. ITIL FRIENDLY CULTURE  X X
MEASUREMENTS.
  
29. SENIOR MANAGEMENT KNOWLEDGE OF PROCESS
ORIENTATION
 X X
30. START WITH QUICK WINS   X
31. CONTINUOUS IMPROVEMENT  X X
32. STRATEGIC ALIGNMENT AND CUSTOMER FOCUSED   
33. A CONTINGENCY BASED APPROACH 
34. PLANNED AND RISK DRIVEN APPROACH   
35. INCREMENTAL IMPLEMENTATION PROCESS   
36. HIGH QUALITY ITIL IMPLEMENTATION   
37. LEARNING AND KNOWLEDGE MANAGEMENT   

16
38. ITIL PROJECT FEASIBILITY  X X
NEW CSFS NOT IDENTIFIED IN PREVIOUS STUDIES
39. USE OF LEGITIMATE POWER X  X
40. EMPOWER EMPLOYEES X  X
41. COMBINE ITIL WITH ADDITIONAL QUALITY
STANDARDS
X X 
Moreover, table 6 above highlighted three new critical success factors not previously identified in
the literature. These factors are Use of legitimate power, empowerment of employees and combine
ITIL with additional quality standards. These factors, explain the struggle of many public sector
organizations in the Kingdom of Saudi Arabia in their attempts to align with the broader
discourse of customer focused services, performance measurement and employees empowerment
brought about by the NationalTransformation Program of 2020.The two public service
organizations GSP and HSP are trying to adopt these new practices, but public culture of using
position power tends to surface from time to time. ITIL project manager at GSP emphasized that
they used legitimate power of senior managers to ensure compliance and move the project
forward. [42] described such act as “legitimate domination” where social agents like senior
managers and supervisors use their personal influence, skills, expertise, facilities, and available
resources at their disposal to achieve recognition and approval of other actors while maintaining
existing codes of work practice. Empowerment of employees has different forms such as training,
autonomous groups and decision making. HSP ITIL implementation project manager found that
combining ITIL with other service quality and governance standards such as ISO standards,
COBIT framework and Balance Score Cards have contributed to the project success. [43]
suggested that COBIT and BAI06 is an essential combination for change management process.
The synergy of such frameworks might prove to be useful; however, the different emphasis in
each may result in lack of focus.
6. CONCLUSIONS
The implementation of ITIL as IT service management framework is a paradoxical intervention.
On the one hand, it is deemed essential for integrating IT and business processes for cost and
performance efficiency, yet the radical change and paradigm shift it brought pose serious
challenges to both IT and business managers. With the recent introduction of performance
measures in Saudi public organizations through selected key performance indicators (KPIs), ITIL
was seen as an attractive tool for adoption in many IT departments. Managers considering ITIL
implementation may benefits and learn from reported managerial and technical success factors,
however, sensitivity to internal organizational culture, professional expertise and technical skills
and knowledge are so critical to the success of such undertakings.
7. STUDY LIMITATIONS AND IMPLICATIONS
Despite the fact that, our study has highlighted several important CSFs for organizations
implementing ITIL framework for the improvement of IT service management, and presented
analysis of the benefits and challenges faced by these organizations, it has some limitations. First,
the study focused on describing the implementation success factors from management
perspective, telling the story of the powerful actors. Therefore, it falls short in providing multi-
perspective and multi-level accounts of the implementation success. The accounts of IT service
employees at the “shop floor” on the implications of the project on their work life may reveal a

17
different story of the same project. Second, although we used multi case studies to enhance the
validity of our research findings, the generalization of the above findings to other cultures may be
difficult. For example, the private sector in Saudi Arabia has a different culture where such
generalization should be handled with caution.
Future research may focus on comparative studies of CSFs between public and private
organizations; further research may also be conducted on how actors at different level of
organizations produce their social construction of the ITIL project success or failure.
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Author
Tayfour Abdalla Mohammed holds PhD and MSc in Information Systems and
MBA degree. His main research focus is on IT Governance with emphasis on ITIL,
Cobit, BPR and Critical Social Theory in Information Systems. He has extensive
teaching experience in UK, Sudan and Saudi Arabianuniversities. He also worked as
a consultant with the United Nations Development Program (UNDP).

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