Many organizations change to IT Infrastructure Library (ITIL) to better manage how services and technologies that are delivered to the user. But ITIL is not a simple solution. In some cases, you may need to adjust your ITIL to your organization's needs or you may not need ITIL altogether. How can you decide?
"First of all don't start by saying, ' we're implementing ITIL. ' In some organizations that have tried and failed, it could be a four-letter-word. You need to emphasize that you are trying to focus on getting results and better results from it, and improve the management of the service. ITIL is a framework, and you have to adapt and modify it for the needs of the Organization itself, "said Gary Case, Chief Consultant with ITIL/ITSM training, education and consulting company Pink Elephant.
In a session at the Conference Pink16 ITIL/ITSM, held last month in Las Vegas, case lays out seven questions to ask before you start.
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1. What problem (s) are we trying to solve?
The first thing to ask yourself is, "what problem are we trying to solve?" If the answer is not obvious, then the ITIL will not be the solution, says case. Are you trying to improve your customer relations? Address collection process-requirements of the poor? Implement better change management or incident response and management procedures? Maybe the problem is that your IT Department is not sure if they give to customers in the first place, says case.
"When I was brought in on a consultation, it is always the first question I asked. And if no one can answer that for me, then I won't be much help. Everyone in an organization, from top executives to the lowest level IT professional must agree on what the problem is. Sometimes the ITIL is the answer; Sometimes it is not. I have seen too many executives try and implement ITIL from the book without knowing that it had to be built to cope with problems in your organization unique, modified to take advantage of other frameworks such as agile or lean, and it's almost a guarantee of failure, "case said.
Show case ensure that each Ministry first understand your business strategy and retrieval so that they can more effectively focus on improving results and align with the larger goal of business, with the decision use cases are involved in it or no ITIL.
"I think 100 percent of the people who work in the IT Department should have access to business objectives and strategies, but how often does that teams have an idea of what business strategy? If you are going to focus on the outcomes and results of business rates, you must give that information to ensure business and it are aligned, "said case.
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2. What is the reason ITIL?
Are you the reason behind the implementation of ITIL? What is the specific areas in which the necessary changes? Many organizations are turning to ITIL because it Department they've really focuses on technology acquisition and integration without understanding the value greater than this solution.
"This involves identifying why you really need to change – perhaps you have focused on technology and siloed in the Department; Now you need to focus on the value flow along the path of the development of the operations management to the Executive level, and see where there is improvement. Customers don't care if the server fails or the network or application is, they only care if the technology works so they can get the results they want. You have to think about your network, your applications, your server, people, your process-everything-flow value of end-to-end, "said case. Anything that interrupts the flow of value that can be considered a reason to shift to ITIL and it service management (ITSM).
3. does our route towards improving the services is constantly?
Continuous service improvement (CSI) involves understanding where the organization wants to be the level of Government, from the standpoint of customer service and operational point of view, says case. To determine the best way to get there, you must first understand three things: the competence, capability and process what their support, he said.
"This is the first place to start talking about the capabilities and competencies you already have versus what you would need to drive the CSI; There is a third piece here to monitor and measure. Align existing competencies and abilities with business goals and your strategy is one thing, but you have to be able to say, ' we get there? '
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