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10 Rules for Successful ITIL Implementation posted on Thursday, 29 May 2008

ITIL (Information Technology Infrastructure Library) is one of the hottest new buzzwords being thrown around in IT departments and boardrooms today.

By Brian Flora, Principal at Creative Enterprise Solutions, LLC

When the smoke clears, however, ITIL is just a set of books describing good practices, without much guidance as to how to put them in place. In order for an organization to ultimately realize the benefits of an ITIL implementation, there are a few concrete rules:

1. Change begins at the top. The implementation of ITIL methodology will shake things up in your company. ITIL is process focused, so expect changes in the way specific tasks are completed. More than that, however, organizational roles will change. Without a strong internal champion, the implementation will fail. If possible, my suggestion is to make everyone’s bonus dependent on the success of the project - you’ll be surprised how fast people get on board.

2. Work backward. Set goals for where you want to be, and always keep those goals in mind as you design your processes and organizational structure. Make sure your goals are realistic and - most important - measurable. People do what you inspect, not what you expect.

3. Design a phased approach. It is all but impossible to implement all aspects of ITIL at the same time, so don’t attempt it. Instead, pick an area or two that need improvement and start there. The Service Desk is often a good place to start, as having a strong Service Desk facilitates other implementation efforts down the line, and provides visible improvement to stakeholders (more on that later). If you want to take on two areas at once, make them complementary. For example, work on Incident and Problem Management in tandem, or Change and Configuration Management.

4. Allocate sufficient resources. Staff members are already busy performing “day to day” tasks. Implementing new processes and structures will provide long term benefit to the organization, but it is unrealistic to expect these changes to be implemented at the expense of short term responsibilities. During the transition period you will need to support the change with appropriate funding and organizational structure.

5. Ensure staff awareness through training and/or simulations. Effective communication is essential. IT staff and Business stakeholders need to understand the reasons for change as well as the proper procedures. People can’t comply with new rules if they don’t know what they are, and you’ll encounter less resistance if people understand the reasons behind the changes. One of the greatest benefits to practicing ITIL is that everyone has a common language. Educate as many people as possible through training (ITIL Awareness & Foundations courses). ITSM Simulation events are a fantastic way to kick off an implementation by building awareness and excitement for the project.

6. Find a few quick wins. This is a marathon, not a sprint - a full implementation can easily take two years or more. You’ll find the going a lot easier if you find a way to deliver visible gains within the first 3-6 months. It is worth noting that, while implementing Change and Configuration Management arguably provides the best foundation for other areas of change, these areas often provide very little visible benefit on their own. Fina a way to win early –and once you find those wins…

7. Celebrate your successes. Treat this like any other PR campaign. Make sure everyone involved knows about the positive impacts that have come from the project thus far, and what the next steps are. Give public recognition to individuals who have contributed heavily to the success of the project.

8. Beware of scope creep. Early success often leads to a tendency to want to increase the scope of the project. Resist this temptation and maintain your heading - add ons can have unexpected and lasting consequences, and will dramatically decrease the odds of reaching your goals.

9. Keep it Simple! This should be your mantra throughout the project when implementing roles, processes, and structures. If there are two competing methods for doing something, the simplest one will win every time - whether you want it to or not.

10. Hire a consultant to help. Bringing in a consultant to help with the change provides great Subject Matter Expertise. However, the reason I believe a consultant is essential is to maintain perspective. Internal resources are too embroiled in the culture of your organization. There will be some tough times during the transition, and you’ll need someone with an independent perspective to guide you through. It’s imperative that this person take on the role of coach and mentor, rather than being the actual person implementing the changes. This adds permanence to your changes, long after the consultant is gone.

Brian Flora is a Principal at Creative Enterprise Solutions, LLC.. Located in San Diego, CA and Scottsdale, AZ, Creative Enterprise Solutions helps businesses develop and implement effective IT processes including Change Management, Financial Management for IT Services, Availability Management, and more, with the ultimate goal of making IT a competitive advantage. For more information about Creative Enterprise Solutions, call (858) 324-1727 or visit www.creativeenterprisesolutions.com.

Posted by John Lincoln