ITIL FAQ

What do you perceive as the Success Factors of applying ITIL®?

Best Practice:

  1. Proven best practices used by many top private and public companies that delivered results
  2. It gives a good structure for the organisation as far as development of processes and procedures.
  3. Proven best practices used by many top private and public companies that delivered results
  4. It gives a good structure for the organisation as far as development of processes and procedures.
  5. Best Practice
  6. A foundation against which to measure
  7. The framework is there, it is best practice, you can talk to others about their experiences as it is now widespread.
    Management can be more easily convinced to support you.
  8. Alignment to business need

Consistency:

  1. Consistency in the use of processes and procedures.
  2. Consistency
  3. Providing a consistent service that can improve in quality over time.
  4. To bring consistency to a diverse IT environment

Standardisation/Common terminology:

  1. Common terminology and definition of processes and functions is the primary success factor.
    If the international IT industry uses the same ITIL® definitions, the world would be a less complex place
  2. Standardisation
  3. Getting everyone talking a common language
  4. Everyone using the ITIL® terminology
  5. Adaption of common terminology

User Benefits:

  1. Cost savings
  2. Reduce data duplication and redundancy
  3. Improve process understanding
  4. Demonstrate to business the benefits of user pays
  5. Effective aid-tools supporting specific different type of processes in organisations
  6. Improved service delivery to our clients
  7. Having a framework with which to easily identify gaps
  8. When there are benefits for all parties concerned. And that after implementation,
    it is of business value to the organisation.
  9. Increased assurance is provided to the business that processes are in place to give
    an efficient and business focussed IT Service
  10. Better tracking, increased customer service, management control quality product and services
  11. Increased knowledge on the processes and systems across departments and offices
  12. Increased moral and better adaptation to change
  13. No need to re-invent the process flow
  14. Building on existing practices rather than starting anew

Comprehensiveness:

  1. Uncomplicated processes
  2. Comprehensiveness
  3. Relatively easy to understand
  4. Understanding what your services are
  5. ITIL® describes very well the relationship between processes and brings an
    organisational focus to the work of individuals

These are Critical Success Factors recommendations to improve ITIL®’s success:

Organisational issues:

  1. Ability of an organisation to compromise and accept standards
  2. Support from upper management
  3. Establishing culture of service management
  4. Buy in and tailoring Support from senior management/CIO
  5. Management support from the top
  6. There must be a real, communicatable vision with the realistic timeframes set.
    A organisational change management program is essential
  7. Buy-in from the business and management is a critical success factor in implementing ITIL®.
    The business also has to be willing to embrace change and possess a holistic view of
    the benefits to be gained over the long term, not just immediate.
  8. Organisation mind, executive purpose, business process improvement and business systemize etc.
  9. Even if ITIL® was made out of Best Practices, it is not the best solution.
    We need to consider our situation and purpose,
    then change ITIL® in a suitable way and apply it to our organisation.
  10. CEO’s Interest, ITIL® training and ITIL® organisation

People Issues:

  1. Management and staff belief in ITIL® vision
  2. Understanding how the framework can be applied to your business and getting people on board
  3. Training for all/most IT staff
  4. Less staff
  5. Change our mind of IT Service and persuade customers.
  6. Manager’s strong will
  7. Improve staff mobility
  8. Effective leadership and desire for improvement is fundamental
  9. Everyone agreeing to implement across all areas of the Organization.

Others:

  1. Flexibility
  2. Required budget available
  3. Plan that provides regular stream of wins during implementation
  4. Repeatability
  5. Monitoring the performance of processes
  6. Reviewing and improving
  7. Ability to build and maintain configuration database
  8. Building a reasonable cost model
  9. Repeatability
  10. Process improvement
  11. Evangelise
  12. Do it better/ Do it cheaper
  13. CSF of putting the procedures of ITIL® into place is that the ability to evaluate the impact on the cost decreased and to provide stable IT service to business area.
  14. Well awareness of ITIL®
  15. Continuity

What do you perceive as the major issues of ITIL®?

Implementation Process:

  1. Early stages of implementation, not enough data to make judgment.
  2. It is very complex and difficult to explain to the beginning person
  3. Overwhelming detail-understanding where to start
  4. Implementing the change
  5. Implementation

Costs Issues:

  1. Major issues with the expense of the material put out by the organisation.
  2. Upfront costs to implement
  3. Most SMEs can’ afford the resource
  4. Cost of time required for formal ITIL® training

Technology and Business Issues:

  1. Lack of systems support
  2. Need to keep up with technology and business developments.

People Issues:

  1. Dealing with the people issue
  2. Change management of staffs
  3. People’s inability(behaviour) to treat a new method as a formula or recipe and prescribe it- if anything fails.
  4. Implementation and internal culture
  5. Cultural acceptance

Language/Terminology:

  1. Language issues (very texty)
  2. Language-can be hard to establish
  3. Terminology change for our organisation

Others:

  1. To-date, the major issue for me is that the marketing of the service management & service
    delivery processes has been so effective that people do not realise that ITIL® extends from
    business right across to infrastructure management. Many people/organisations think that
    the 10/11 sm & sd processes are all ITIL® is.
  2. Configuration database as help tool in Change Management-huge piece of work and not easy to scale
  3. ITIL® works because we all sing from the same hymn sheet.
  4. Don’t tinker with it
  5. Experience within the industry
  6. For large organisations, it is a relatively slow change because of the size

What do you perceive as the Success Factors of applying ITIL®?

  1. Proven best practices used by many top private and public companies that delivered results
  2. It gives a good structure for the organisation as far as development of processes and procedures.
  3. Increased knowledge on the processes and systems across departments and offices.
  4. Consistency in the use of processes and procedures.
  5. Better tracking, increased customer service, management control quality product and services
  6. Increased moral and better adaptation to change.
  7. Alignment to business need
  8. Flexibility
  9. Management and staff belief in ITIL® vision
  10. Required budget available
  11. Plan that provides regular stream of wins during implementation
  12. Building on existing practices rather than starting anew
  13. Common terminology and definition of processes and functions is the primary success factor. If the international IT industry uses the same ITIL® definitions, the world would be a less complex place
  14. Repeatability
  15. Uncomplicated processes
  16. No need to re-invent the process flow
  17. Good base information
  18. Clearly defining the processes
  19. Monitoring the performance of processes
  20. Reviewing and improving
  21. Standardisation
  22. Comprehensiveness
  23. Relatively easy to understand
  24. Adaption of common terminology
  25. Ability of an organisation to compromise and accept standards
  26. Support from upper management
  27. Establishing culture of service management
  28. Ability to build and maintain configuration database
  29. Understanding what your services are
  30. Building a reasonable cost model
  31. Best Practice
  32. Repeatability
  33. Consistency
  34. Understanding how the framework can be applied to your business and getting people on board
  35. Reduce data duplication and redundancy
  36. Improve process understanding
  37. A foundation against which to measure
  38. Buy in and tailoring Support from senior management/CIO
  39. Training for all/most IT staff
  40. Evangelise
  41. Demonstrate to business the benefits of user pays
  42. Do it better/ Do it cheaper
  43. Less staff
  44. Management support from the top
  45. Effective leadership and desire for improvement is fundamental
  46. There must be a real, communicatable vision with the realistic timeframes set.
    A organisational change management program is essential
  47. From my experience, buy-in from the business and management is a critical success factor in
    implementing ITIL®. The business also has to be willing to embrace change and possess a holistic
    view of the benefits to be gained over the long term, not just immediate.
  48. The framework is there, it is best practice, you can talk to others about their experiences as it is
    now widespread. Management can be more easily convinced to support you.
  49. Effective aid-tools supporting specific different type of processes in organisations
  50. Organisation mind, executive purpose, business process improvement and business systemize etc.
  51. CSF of putting the procedures of ITIL® into place is that the ability to evaluate the impact on
    the cost decreased and to provide stable IT service to business area.
  52. Even if ITIL® was made out of Best Practices, it is not the best solution. We need to consider our
    situation and purpose, then change ITIL® in a suitable way and apply it to our organisation.
  53. Change our mind of IT Service and persuade customers.
  54. CEO’s Interest, ITIL® training and ITIL® organisation
  55. Well awareness of ITIL®
  56. Manager’s strong will
  57. To bring consistency to a diverse IT environment
  58. Improve staff mobility
  59. Improved service delivery to our clients
  60. Getting everyone talking a common language
  61. Having a framework with which to easily identify gaps.
  62. Everyone using the ITIL® terminology
  63. Everyone agreeing to implement across all areas of the University.
  64. When there are benefits for all parties concerned. And that after implementation, it is of business value to the organisation.
  65. Providing a consistent service that can improve in quality over time.
  66. Process improvement
  67. Cost savings
  68. Continuity
  69. Increased assurance is provided to the business that processes are in place to give an efficient and business focussed IT Service.
  70. ITIL® describes very well the relationship between processes and brings an organisational focus to the work of individuals

Major Issues of ITIL®?

  1. It is very complex and difficult to explain to the beginning person
  2. Major issues with the expense of the material put out by the organisation.
  3. Implementing the change
  4. Implementation
  5. Experience within the industry
  6. For my organisation, it is the relatively slow change because of our size
  7. To-date, the major issue for me is that the marketing of the service management & service delivery processes has been so effective that people do not realise that ITIL® extends from business right across to infrastructure management. Many people/organisations think that the 10/11 sm & sd processes are all ITIL® is.
  8. Lack of systems support
  9. Need to keep up with technology and business developments.
  10. Dealing with the people issue
  11. Upfront costs to implement
  12. Change management of staffs
  13. Language issues (very texty)
  14. Overwhelming detail-understanding where to start
  15. Configuration database as help tool in Change Management-huge piece of work and not easy to scale
  16. Language-can be hard to establish
  17. People’s inability(behaviour) to treat a new method as a formula or recipe and prescribe it- if anything fails.
  18. Terminology change for our organisation
  19. Most SMEs can’ afford the resource
  20. Implementation and internal culture
  21. ITIL® works because we all sing from the same hymn sheet.
  22. Don’t tinker with it
  23. Cultural acceptance
  24. Cost of time required for formal ITIL® training
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