ITIL Blog - Featuring ITIL Training and Online ITIL Resources

Real-World ITIL Configuration Management - From Start To Finish

I recently interviewed Larry Klosterboer, the author of “Implementing ITIL Configuration Management”, for over an hour on best practices in implementing ITIL Configuration Management.

Larry’s got several large scale, complex CMDB implementations under his belt and he’s not afraid to share with you what really works, his 5 step framework, tons of techniques - as well as what definitely does not work.

Now, that’s my kind of interview!

We can often learn more from past mistakes than we can from just ‘what works’.

But what I really enjoyed about the Podcast is the extent Larry’s gone to lay-out for you, step-by-step, the key stages of planning, designing, building, implementing and enhancing Configuration Management.

If you are just starting out – or someway along your CMDB journey – listen to this practical, start-to-finish guide to help you establish a clear roadmap for success, customize standard processes to your needs and avoid the pitfalls and challenges that might just stand in your way.

You’ll learn practical tips on how to plan your implementation, deploy tools and processes, administer ongoing configuration management tasks, refine ITIL information, and leverage it for competitive advantage.

Throughout, Larry highlights his approach with lots of real-world advice and examples, and helps you focus on the specific techniques that offer maximum business value in your environment.

The Podcast is split into two 30 minute segments, covering: -

• Assessing your current CM maturity and setting goals for improvement
• Gathering Requirements to align ITIL with organizational needs
• Describing the schema of your CMDB
• Identifying, capturing, and organizing configuration data
• Choosing the best tools for your requirements
• Integrating data and processes to create a unified logical CMDB
• Implementing pilot projects to demonstrate the value of CM
• Moving from a pilot to wide-scale enterprise deployment
• Defining roles for deployment and ongoing staffing
• Leveraging configuration management information
• Measuring and improving CMDB data accuracy

I also twisted Larry’s arm to 'spill the beans' and take a deeper dive into Requirements Management and running CMDB pilot projects. These two sections alone are well worth a listen.

You rarely find anyone talking so openly about these two topics.


Listen to the Podcast

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Double Your Income Doing What You Love

New! Exclusive Book Tour for Inner Circle Members.

Goal planning and the achievement of goals has been written about by thousands of authors over the last few years - but never has 'achievement' been more important than in today's economic and business climate.

As markets continue to mature and global competition grows more fierce the need for every individual to contribute, and be able to measure their contribution, is critical.

One of my favourite ITIL books (if pushed) remains the now fairly rare volume called, "Planning To Implement Service Management".

You may remember this was the ITIL V2 green book. Inside we were introduced to a core theme of ITIL which was carried forwards into ITIL V3 (and the ITIL Foundation Training) which was:

• What is the vision?
• Where are we now?
• Where do we want to be?
• How do we get where we want to be?
• How do we check our milestones have been reached?
• How do we keep the momentum going?

This core theme is central to the whole ITIL V3 Continual Service Improvement book.

This 6 step model for CSI has been taught, learnt and instilled in many of us over the last 10 years in our ITIL Training.

The problem is that, however useful we find this model, the core ITIL texts do not have the bandwidth or appetite to take a deeper dive and examine how we, as human beings with aspirations, strenghts, talents and limited resources at our disposal can best leverage and adapt underpinning elements of the model for our own personal use.

That's a bit of a long way of saying - how can "I" personally leverage this model, from my own perspective and role in my organization to do the right things, at the right time in an efficient and effective way.

Well, as part of my IT Service Coaching and Mentoring work with several clients, I regularly research and present new tools, techniques and methods to help individuals overcome such challenges.

One great resource I found (pretty much by accident, see the PDF below for how I came across it!) provides a much more humanistic and personal approach to visioning, goal setting, planning and the achievement of goals.



This is a recent book called, "Double Your Income Doing What You Love", by Raymond Aaron. Don't let the title put you off - it's really not about some goofy 'get rich quick' schemes or selling you 'snake oil'.

Although, it's not really something that sounds like it should be associated with either a professional environment or IT Service Management, trust me on this, there are many useful and easily adaptable tools in here that will help.

Rather than me taking up too much space here - why not download the free 10 page PDF report that I've put together.

In the right frame of mind, you will discover more about you, your talents, what you 'love' doing (and what you don't) and how to get to where you need to be - from a personal perspective.

I've produced a free 10 page report that covers the key take-aways, the tools, the techniques and a summary of each chapter.

Download double_your_income.pdf


I've also provided a Mind map summary in .mmap (Mindjet MindManager) format for anyone who prefers 'bubbling'.

Download double_your_income.mmap


I would be really interested to learn what you think about this book, its tools and techniques and whether you have any further recommendations for this important topic... why not click 'comments' (below) and have your say?

ITIL Implementation Proposal: Justifying the ITIL Project

Understanding how to sell ITIL to the CIO or Board is an interesting challenge that most of us have (or will) face in the early stages of our ITIL implementation prgrammes.

Many IT Service Organizations will create a Business Case, Value Case or Proposal to Implement.

An excellent example of such a proposal comes from the University of Canterbury (New Zealand).

This sample report is well written and structured and should assist you in getting started quickly with your own ITIL Implementation proposals.

The report content includes:-
1.0 Executive Overview
2.0 Introduction
3.0 Reasons for Examining this Approach
4.0 Initially Identified Requirements for Change
5.0 Scope
6.0 Objectives
7.0 Project Structure
8.0 Project Deliverables
8.1 Service Desk
8.2 Incident Management
8.3 Configuration Management
8.4 Problem Management
8.5 Change Management
8.6 Release Management
8.7 Service Level Management
9.0 Project Organisational Structure
9.1 ITIL Implementation Project Manager
9.2 Service Management Project Team (ITSM)
9.3 Implementation Teams
9.4 Steering Group
9.5 Reference Groups
9.6 Reporting Lines
10.0 Key Challenges to the Implementation
11.0 Communications Strategy and Change Management
12.0 Resource Requirements
12.1 Human Resources
12.2 Helpdesk Telephone System
12.3 Software

I imagine that even if the specific contents don't really match-up to your own commercial organizations; the titles, headings, layout and benefits bullets are very credible.

Access the Sample Proposal HERE.

For detailed advice, strategies and guidance on ITIL Implementation visit:- www.AskTheServiceExpert.com

ITIL Implementation Strategies - Free Access To ALL Resources!

The ITIL Implementation Strategies Teleseminar took place yesterday and I was extremely pleased with how everything went! Randy Steinberg, my guest for the call, packed tons of great content into the call - covering your top 12 most burning questions.

I would like to acknowledge Randy for his sterling contribution to this event and also thank everyone who sent in their most burning question.

We had so many questions, I had to group them into categories (12 in total) to ensure that we got through the content in the allotted 2 hours.

The 12 questions Randy covered in detail were:-

Q1. How can you best 'sell' ITIL to the board / Senior Management and persuade them that ITIL is the right thing to do in the first place?

Q2. How do you obtain buy-in for ITIL and overcome objections from anti-process colleagues?

Q3. How do you define and measure the ROI of ITIL in order to prove its value?

Q4. How do you maintain momentum and buy-in as the ITIL Implementation programme proceeds?

Q5. What 'soft skills' are required to implement ITIL?

Q6. How do you go about implementing ITIL at the very beginning - from scratch? What are the very fist steps I should take?

Q7. After alert monitoring, alert management and the helpdesk - where should I commence my ITIL implementation programme?

Q8. What are the main reasons why ITIL implementations fail? How can you overcome these reasons?

Q9. Can ITIL be used with other methodologies - such as CoBIT and Six Sigma? If so, how?

Q10. How do you implement ITIL in small (or not-for-profit) Organizations?

Q11. Where do you start to begin implementing the CMDB?

Q12. Where do you start to begin implementing a Service Catalog?

Randy answered all these question in detail - and then some!

I have made all the following materials freely available to you:-

- Audio Download of the Teleseminar (listen to it on your iPOD!)

- Teleseminar Executive Summary Notes (key bullets of each answer)

- Online Resource Guide (over 20 accompanying links to PDF's)

Plus, coming soon, I have the additional materials:-

- Full transcript of the Teleseminar (professionally edited)

- Mystery bonus items (you'll have to stay tuned!)

Randy also gave away two quality bonus items:-

- The Complete PDF of Chapter Three of his book, "Implementing ITIL", which provides a strategic view of all the key stages of ITIL implementation programmes.

- An ITIL'ized version of the DICE Model (Excel spreadsheet and PDf guide) which helps you to understand the overall chances of success that your ITIL Implementation projects currently face - and how you can improve your chances of success.

To access all of the above material and keep up to date with the release of the mystery bonus resources - you only have to visit:-

Ask The Service Expert

Once you have registered, you will have full and complete access as and when the materials become available.

We really want to hear your feedback!

Tell us what you think of the resources that we provided for you and the Teleseminar in general! Please visit:-

Ask the Service Expert Mini-Blog

ITIL Implementation Best Practice - White Paper

I’ve just discovered a great report from Gartner whilst researching the search term “ITIL Implementation” on Google.

The 17 page “ITIL Implementation best practice” white paper answers these three questions: -

1. What converging global trends are encouraging IS organizations to adopt ITIL?

2. What best practices can accelerate ITIL implementation and help to successfully deliver benefits?

3. What lessons can we apply to ITIL from similar process disciplines such as the software Capability Maturity Model, Six Sigma and lean manufacturing?

The contents and structure are very well produced and includes: -

- The IS Credibility Curve
- Service Delivery Operating Models
- Which Process Improvement Model? (ITIL, MOF, CoBIT)
- Why ITIL?
- Service Management Certification
- Process and Structure
- Process Improvement and Culture Change
- Achieving Cultural Change
- Sourcing Best Practice To Maximise Service Value
- Technologies for IT Service Management and Process Automation
- Where Does IT Service Management Save You Money?
- ITIL Implementation Costs (Case Study)
- Recommendations

Read the White Paper Here – I recommend it to you.

Access Gartner's Site Here.

How to Execute in a Flat World - Two Books to Support Your ITIL Implementation Efforts

I don’t usually go on about what books I’ve read – it’s a bit trite – but I’ve just read two fantastic books that I believe will really help you with your ITIL implementations.

Allow me to briefly explain…

I’ve just returned from a short vacation in Spain (to mainly escape the British Climate for a few days!) and it’s always my ideal time to kick back and relax with a good book.

Now I usually blend a mixture of Dan Brown with some of the latest business titles at the poolside – but this year I decided to take a different approach. (Well, I’ve read all of Dan’s work).

I chose just two books. And finished them.

One came from a recommendation (from Tom Peters – YES – the Tom Peters - hey, I don’t him, I just follow his excellent Blog – loads of free throught provoking materials here) and one was a last minute airport ‘grab’.

The first book, as recommended by Mr. Peters was, “Execution – The Discipline of Getting Things Done”, by Larry Bossidy, Ram Charan and Charles Burck.

The second, as jumping out at me on the bookstore shelf, was, “The World is Flat”, by Thomas L. Friedman.

Important Findings:-

“Execution – The Discipline of Getting Things Done”: -

-          Highly relevant to ITSM and ITIL Best Practice Implementations

-          Explains 3 essential building blocks for creating an execution discipline within your organization: -

o       The Leader’s seven essential behaviours

o       Creating the framework for cultural change

o       Having the right people in the right place

-          Explains how these three processes must link together

-          Contains real life examples to bring out the key points

Key Points: -

- You need to develop a “Social Architecture”

- Execution doesn’t just happen – it needs to be nurtured and managed

- The benefits are MASSIVE

“The World is Flat”: -

-          The Ten Forces That flattened the world

-          Explains how ‘flat’ came about and continues to spread

-          Uses some fantastic examples to get you thinking

-          Puts the future of Outsourcing into real-world perspective

-          Makes you plan in your mind where and how things will happen in the future

Key Takeways in an ITIL Implementation and Improvement perspective: -

-          You need to create an execution discipline like the one described – it’s a perfect fit, in my experience, for helping to ensure ITIL is delivered without impacting Production Operations.

-          The ‘discipline’ is people and leadership focussed and helps to ensure that the right people are in the right place at the right time – another essential ITIL ingrediant

-          It’s not just about the numbers – measure things that lead to desirable outcomes – because people find ways around achieving the numbers!

-          ITIL entails a lot of small, one time, creation of artefacts (say a template, a new report or a trend chart) so the art of getting things done is VITAL for ITIL.

-          In the future, more of the work we do, will be done elsewhere (India being the current examples – more are listed in the book). Think this through… ISO20000 compliance is going to become critical. Remote Service Providers will HAVE to prove their outcomes and services are up to scratch – what better way than to obtain ISO20000 certification.

-          In the future, we will “connect and collaborate” far more than we do today… the book contains many examples.

It’s fascinating how these two books unknowingly compliment each other. One focusses on how you achieve more, the other focusses on how achievement is being done differently in a Global Perspective. The term "Glocalization" is explained.

So, when considering both books together here’s the ‘bottom line’: -

The world is flat. We need to execute properly (right first time). Execution will be done remotely at a lower cost. Whether we like it or not. Economics and share holder value dictates it. It’s already happenning. Are you in? Do you understand? Is it part of your plan?

Further Resources: -

Amazon Link to “Execution – The Discipline of Getting Things Done”

Amazon Link to “The World is Flat”

Link to “Creating a Brilliant Future…” Presentation – Recommended

Tom Peters’ Blog – Recommended

Simplicity is Vital for ITIL.

Most Organizations plan and implement ITIL in a logical sequence using a project based methodology. Makes sense.

Requirements are captured, costs are budgeted, resources are planned, activities are controlled - all the great stuff that project methodologies are supposed to bring us.

I've long been an evangelist of making these projects: -

- Less than 100 days duration

- Part of a transformation programme

- Deliver a series of 'quick wins' - as well as the bigger wins

- Business focussed - Adds demonstrable value

- Heavily involving people - it's the people that make the difference!

Unfortunately, lots of organizations get 'bogged down' in project mechanics and red tape.

The methods, meetings, controls, documentation and templates used are often cumbersome and were actually around at the time when you were tackling the BIG Y2K challenge.

Also, we allow Programme Managers, with no exposure to IT Service Management Operations - from a more traditional Software Development background - to run these programmes!

My advice - go for simplicity. Hire experience.

Start with a new approach that is people centric, straight forward and focusses on delivering - whilst taking all of the Service Folks with you.

I can summarize it in four steps:-

- Initiative

- Plan

- Execute

- Close

Did I miss anything?

I've got this 21 page white paper to share with you - to get you thinking about simplicity. It's produced by a company called Method123 who are masters at the art of simplicity in a complex world.

The paper describes about 50 templates that underpin the methodology. I downloaded them last year, really cost effective, they saved me hundreds of person-hours effort - because I just quickly customized every single one to my local environment for the particular programme in hand.

Finally, a very pleasant side effect of 'templating' every stage is that is also cuts down on weekly report production (since you refer to the latest template for everything) and you have fast visibility of ALL areas - rather than wading through lots of unnecessary detail in any one area.

With ITIL projects there is simply no time for any project 'red tape' and reporting overhead whilst your Service Operation is desperate to begin benefiting from new processes, procedures and tools.

Old Adage: - "If you always do what you've always done - then you'll always get what you've always got."

Download Project-Simplicity-And-Templates.pdf

Learn More About Method123 Templates

ITIL Implementation - Where Are We Today?

Implementing ITIL roadmaps and the core OGC texts all stress the importance of creating the Vision and then understanding 'Where Are We Today?'

This generates the gap. Here is a picture of a gap.

As you can see it depends totally on the size (and ambition) of your vision and the position of where you are today. The difference being the actual 'gap.

From working with many clients - it's clear that there is a cloudy picture of the 'today' position in many cases. Senior executives are often surprised (even shocked!) to uncover the precise nature of the today position.

Clarifying the 'today' position is also key to establishing the baseline from where you are moving forward from. It's your over-arching baseline date. It's historic in the sense that this is where you started from when you look back in years to come.

In my view a detailed understanding of the today position demands much more management attention, thought and focus.

Correctly documenting your strengths, weaknesses, opportunities and threats will assist you (like you wouldn't believe) as you go about beginning and advancing your ITIL implementation strategy. The key tool that has been used for decades now is the SWOT analysis.

To help you perhaps revisit the good old SWOT analysis tool - I have put together some memory jogger slides that don't just give you a basic template to adapt for your own organization - but actually illustrate some key points:-

• Separate SWOTs should be integrated to form the complete picture
• Your 'one version of the truth' should be people centric
• Effort is required to generate the integrated picture - but there is great payback!

To complete the slide deck I have included four additional sources of information:-

• Link to Business Balls.com - Great for learning much more about SWOTs!
• Links to two interesting background articles/papers
• Link to www.ITServiceToday.com for the Top 10 SWOT searches, in ITIL context

Download the slide deck here...

Download PresentingtheNewITIL.ppt

All this should help to (re)establish the good old SWOT analysis tool within your kitbag of Implementation Techniques.

Now - what else can you SWOT?

(Another) Top 10 Tips for Implementing ITIL

I read tons of articles every week claiming to know the "secrets" of ITIL implementation, offering half-baked ideas and money-for-old-rope approaches!

To be honest most of them are pretty "content free" - but Isabel Wells (writing for CIO update) seems to have it pretty well figured out.

So, for your viewing pleasure I've decided to give her top 10 implementation tips a thorough walk through and based on my own experience, provide some feedback on each point, as follows.

Top 10 Tips for ITIL Implementation - Plus critique from me!


1. Approach ITIL implementation as part of the IT-wide strategy, and use it to guide all other strategic initiatives.

-ITIL process implementation has significant IT-wide impacts; it is not an isolated initiative. * TRUE.
-To avoid both resource and programming constraints, implementation must be aligned with other global and regional programs, IT initiatives and sourcing or supplier initiatives. * TRUE, as with any large Programme.

-A portfolio management approach should be taken to understand the alignment and priorities of all initiatives in addition to the overall benefits to the organization. * TRUE, though this is standard with any large Programme.


2. Consider the post-ITIL organization before completing the process design.

-Introducing ITIL-based processes generates requirements for new functions and roles, which could impact the current service management structure. *Absolutely. Different people are required to perform different duties, at different times. This is certainly one of the most challenging – but often NOT thought through areas of implementing ITIL. The new organizational structure is also a potential source of much discomfort for people, if communication and transformation planning is badly handled. People need to know where they are going, the benefits to be sold to them personally, and they need support and guidance with making an effective transition. *Warning: Sizing Service Teams is notoriously difficult. Can anyone point to “sizing models” that offer excellent guidance? I have never seen any. Usually sizing service teams is based around part considered workload analysis and ‘best estimates’. Hardly scientific!!

-Prior to completing process design, understand the roles and functions required to support the processes; giving specific consideration to the supplier/internal resource split. *Good thought. The internal changes in structure and roles, should also lead directly to a complete re-think on the roles and responsibilities of Suppliers. This could, in turn, lead to contractual re-negotiations. Depending on resource levels internally, there could be an opportunity to either out-task more responsibility to Suppliers, or to reduce contract costs and take more responsibility on in-house.

-Consideration must also be given to the governance structure needed to guide and support the new IT organization. Establishing a transformation program ensures that the structure from which to hang ITIL is secured and operational prior to process implementation. *Totally agree. Excellent governance (say, with a transformation board) to regularly monitor progress and assist programme managers by resolving their issues and mitigating risks can make ‘all the difference’.


3. Engage, engage, engage. Continuous communication is required at all levels of the organization.

-Implementing ITIL impacts the full spectrum of the organization’s employees. Because of this, it is critical to understand the impact at each level within the organization and the value each brings to the program. *Understanding – at all levels – is only the first stage though; the second point is where the action happens…see communications below…

-Subsequently, engagement, communications and training are absolutely key to success; from the initial engagement of senior stakeholders to the manager-level ITIL training of new global process owners. *Engagement and communications shouldn’t just stop at the manager level though. EVERYONE should receive appropriate briefings, especially analysts and coordinators who do the ‘real’ work everyday!

4. Set realistic expectations about benefits realization and establish a baseline from which to monitor improvements.

-Change within any organization takes time to be accepted and implementing ITIL is no different. Implementation of ITIL focuses on improving customer service and as the processes mature the subsequent ROI will be recognized. *Fine in theory, however how many of us actually went back and proved that the ROI was delivered within a suitable timeframe? It’s recommended that ROI be measured (a) before process implementation, (ii) a few weeks after, then (iii) as the process moves up the Capability Maturity Model. Note individual (or pairs) or ITIL proceses should be measured as opposed to the whole entire effort. ITIL is best implemented in a series of well executed, smaller projects.

-To determine the end result, focus the strategy and focus communications on improving service quality and establishing an early baseline of key performance indicators (KPIs) from which to monitor improvements. The chosen KPIs and their associated benefits should be business-focused and clearly understood so that effort is not wasted on measuring and interpreting superfluous data. *Good Advice.


5. Engage existing suppliers early.

-Existing suppliers and any subsequent SLA’s will be affected by the implementation of ITIL. The strategy for handling third-party engagement and establishing a robust communications plan must be clearly defined, with priorities focused on the desired supplier landscape. *Agreed.

-Early engagement with procurement and legal departments will help to support and address the ripple effect that occurs right through to existing contracts and SLAs upon implementing the new processes. An end-to-end SLA will also be ultimately required to support the operation of the new processes. *It’s not strictly true that SLA’s and contracts need to be changed just because you’re implementing ITIL – although if you’re implementing it successfully – then you will probably want to realise cost savings and change specific SLA targets / KPI’s. But it’s not mandatory to have to change contracts – it’s more about re-enforcing what you are aiming to achieve with your ITIL implementation.


6. Process

Identify and deliver the quick wins.

-It's "old" advice, but it remains fundamentally important to ensure that the organization achieves, communicates (and celebrates) early successes. *Absolutely! Deliverer a series of rapid, successive, well-executed quick wins right the way through your ITIL implementation programme. You need to keep everyone’s interest and keep generating positive news about the programme. For every process you implement there should be critical success factors defined in advance. Also, think through how the new processes and underpinning working practices can actually benefit the people within the teams. Finally, let’s not forget the CIO and CEO. What cost savings have you made recently?!

-Such an approach buys time for the process implementation and will help to gain the much-needed stakeholder engagement across the organization. Experience suggests that failure to achieve these successes will typically double the resistance to the change and halve the support within six months. * I’d say within six weeks of your first implementation – let alone six months. ITIL processes have a strong track record of implementation success, along with some ‘sexy’ features for the end-users of ITIL based tools. So, it’s not that hard to get success stories flowing on a regular basis.


7. Maximum benefit can only be achieved if the impact each process has on another is understood.

-The ITIL framework is comprised of ten service management processes and one service management function. Every ITIL process supports, interfaces and integrates with at least one other process. *No, Between Service Support and Service Delivery – there are 10 core processes defined, the complete ITIL has many many more. Important to realise that ITIL is wider than Service Support and Service Delivery. The inter-relationships between processes is far more complex than a “integrates with at least one other” – e.g. Change Management impacts and is impacted by every other support process. A full reasoning is beyond the scope of this article.

-For effective development and deployment the relationship, impact and interdependencies across the ITIL framework must be clearly defined and understood. The close integration and understanding of the processes allows for the continual flow of up-to-date, critical and accurate information that in turn enables management to drill down and identify target areas for service improvement. *Whilst factually correct, the inter-dependencies are already defined for you in the OGC’s excellent series of Best Practice books. You need to understand them and appreciate them, but not let them rule your operation. Nothing is cast in stone. What works for you – works for you.


8. Prioritize process selection based on current maturity; don’t bite off more than you can chew!

-It is important to take a holistic view to ITIL implementation, however it is not imperative to implement all processes concurrently in order to realize operational improvements and a significant ROI. *In fact – don’t even bother trying to implement all processes concurrently. It will cost 5 times more and take twice as long in the medium term – and most likely FAIL! The best way is a structured approach where you implement the ‘core’ of each process either singularly or in matching pairs (e.g. Incident and Problem, or Configuration and Change). One the ‘core’ of ‘essence’ of each process is implemented, you can then re-visit each one and enhance to the next level. People take time to adapt to new tools, new ways of working, new meetings to attend and new ways of delivering service. It is far better to implement what your organization needs to resolve a business / IT Service challenge. You have to allow people time to adapt and step-up to the new operating level. If you change too much too quickly – even if it does match ITIL best practice – the people side will still let you down.

-Implementation of individual processes or the prescribed combination of processes can deliver the desired operational improvements. Processes should be selected based on the benefits sought by the organization and the ones that drive the most business value. * I mentioned the first part above, however with ITIL there are some underpinning processes that, at first, will realise little business value. For example configuration management and the CMDB. These are enabling processes that will “turbo-charge” the quality, speed and accuracy of your Incident, Problem, Availability… in fact… all of your new ITIL processes. But delivered at first – they offer little on their own. This is the paradox with ITIL.


9. Use success as a springboard for further improvement.

-Implementing ITIL is a strategic commitment and will take many months to fully implement. During this time many different parts of the IT organization will be required to change. *Agreed.
-In this sort of environment it is important to also implement a program of continuous improvement (e.g. a "plan, do, check, react" cycle). First this will ensure that improvement is actually delivered as expected and, second, it will help to build further improvement rather than assuming the job is done and risk slipping back in to old behaviors. *Once you embark on your ITIL journey – you have put yourself on the continuous improvement treadmill. But this treadmill has not got a big red ‘stop’ button. It trundles along at a pace dictated by the business, or your internal strategy. You really have no choice but to continue to improve, change, mould, tweak your processes (people, capabilities, tools etc). Stand still and the treadmill throws you off. Putting all this positively – you have the right path to ALWAYS advance and continuously improve your environment!


10. Technology

Combine process and tool activities from day one as part of a single solution approach.

-Implementing a service management tool will support the streamlined processes, automate tasks and manage and distribute information. Knowledge management, e.g., the re-use and integration of information, is a critical component of the service management tool. *Mmmm, difficult area this one. The tool should certainly support the working practices, process flows and standards and policies you have in place – NOT – the other way around. However, integrating the knowledge management aspect of tools is notoriously lengthy, costly and difficult for Service people to continue to evolve. Not impossible – just difficult. Again, done properly and your support costs can fall dramatically, as level 1 support staff can now perform many of the tasks that only (the more expensive) level 4 could do previously.

-Integrating data control processes with the tool will ensure that information is current and continues to add value to the service management processes. *You’re only as good as the accuracy and timeliness of the data that populates your tools. Rely on tools? You need to rely on the feeds and to those tools and the original sources of data.

-Implementing ITIL is not just about evaluating and revising processes, it is about change: changing the way people work and are rewarded; changing technology platforms; and changing behaviors across an entire organization. *You don’t necessarily need to change technology platforms to implement ITIL. You do need to change the way people work and behaviors.

So, that's it. Some points I totally agree with and some of Isabel's comments and thoughts were very interesting, but also in my view some statements made ITIL look like a heck of a lot bigger and more complex that perhaps it really 'has to be'.

Implementing ITIL - Some Common Errors

There are over 500,000 search results for Implementing ITIL and one of the most popular is Randy Steinberg's 2004 itSMF conference presentation that shares the title of this post.

Based on my own experiences, and using Randy's headings as the 'skeleton', I want to provide some additional thoughts and ideas for you.

First a recap on the 9 common errors:-

1. Running the implementation as an IT project instead of an organization change project. Most IT organizations have evolved into stovepipes, he said, each following their own Change and Problem Management processes and each seeing their world based on their individual experience.

ITIL is so much more than just technology - or introducing a new ITIL toolset. It's about people and cultural transformation. You will be placing people into new and distinct roles with different accountabilities. You will be looking for behavoural changes to support the effective realization of enhanced working practices. You will be harnessing continuous service improvement. People need to know what's expected of them, be treated fairly and receive a fair days pay for a fair day's work. How you manage expectations throughout the evolving working environment is also critical. I'll cover this topic in a future post - since I have lots more to share on it. Next... 

2. Improper balance between strategic efforts and short-term wins. As you plan your ITSM strategy, make sure you balance short-term wins while you are building your process foundation.

Ideally you will break down your ITIL implementation prgramme into a number of consecutive proejcts, each with it's own distinct deliverables. Each set of deliverables produces real and tangible business benefit (otherwise - what's the point? - and how are you going to ask for funding for the next project?)

Think about creating a series of 100 day projects. So, three in a year is a good fit. With 65 bonus days to avoid your businesses 'peak season' processing, typical in Q4. Each 100 day project contains the usual phases "Requirements and design", "Build and Test", "Implementation and benefits realisation". You can evolve your processes, unlock new tool features, and enhance management reporting over each of the three projects - focussing on certain selected ITIL disciplines, as you go. You will also realize improved people transformation, enhanced process adherance and build on the momentum of the last project.

The best thing I ever heard about project delivery was this, "Plan right the way through to benefits realization". How true.

Your 100 day projects are delivered within an overall 2-3 years strategic plan. Reducing costs, doing more with less, improving service, enhancing IT / business alignment - as you go. You've also got 65 days at the end of the year to create detailed plans and organise staffing levels and budgets for the following years three projects.

3. Sole focus on one or several ITIL processes instead of all service support and delivery processes. You need an overall view of where you want to be, Steinberg said, while planning and implementing processes and activities to ensure successful operations and relationships.

The primary focus is to obviously maintain current steady state service delivery to your business. All projects must be implemented with zero impact to production. So, focussing on 1-3 processes at a time makes sense. There are magnetic relationships within ITIL such as Incident and Problem, or Configuration and Change. They have closer and more logical interfaces and touchpoints.

Cheat! An ITIL tool provider (there are many nowadays) has a common implementation methodology and roll-out plan. Why not review these and determine what fits best in what order for your own organization?

4. Over-designing the ITIL process solutions. Spending too much time detailing the solution could make the relationship of a process obsolete as you mature in your implementation.

Better to get an 80% solution executed properly and well adhered to, than a 100% one come in late, too complicated and no-one understands how to follow it. Start simple - but smartly. Share ideas with other organizations. ITIL V3 promises an integrated process map - until then - your vendors have them. Just ask. Leverage your current buying power. Play a bit more golf... whatever it takes!

5. Scoping the implementation to one processing location. Build a "Local Center" coalition team and include representatives from your different sites at the manager, supervisor and ITSM staff levels.

I would recommend involving key players from as many (to be) impacted locations as possible. We all like to be involved - and keeping people tight with the evolution of ITIL implementation is key.

Think about it - at the end of the day - your people will be sat down in front of a computer screen and be expected to follow a set of procedures on a tool, in line with policy and process. Without the correct buy-in, involvement, education and working environment - would YOU follow everything you were supposed to?

6. Lack of implementation governance. Review new ideas, determine if they are useful, research and add them in and then let everyone know about it, Steinberg advised.

You have to implement ITIL in a very tight and controlled way. It's all pervasive and involves people, process and technology. How it's "released" and "embedded" is VITAL for ITIL. Have people walk around for a few days after implementation listening and watching to how everyone's getting on. Get you senior managers to get 'back to the floor' and provide local and practical support to ensure that everything works. 

7. Too much emphasis on process maturity as a goal or end state. Continually measure your progress and monitor your performance throughout the implementation, Steinberg told attendees.

The end state should be benefit realization with continuous operation, in a continually improving environment. People should also be happy. Who cares if a process looks great on a tool. Did it ever add anything to the share price? NO. Watch out for ITIL evangelists who preach nothing but purist process, flowcharts and modeling tools. Watch out - beacuse you NEED these folks. They are like gold dust. But have someone else drive the transformation effort and lisaise with the business lines!

8. Treating the implementation as a one-time project. Implementing IT Service Management is a continuous improvement program -- you begin, you measure, you refine and you continuously improve.

As previously stated, 3 X 100 day projects, then 65 days planning / coordinating and resource allocating - whilst ensuring delivery during peak processing times.

9. Staffing the implementation effort with people in the wrong positions. Ensure you choose staffers whose skill and passion match their roles.

This is contentious. You need quality people to staff you ITIL projects. Usually they come from key positions within your Service organization. This can de-skill your operation and lead to degradation of service. Plus - the folks that are left to keep afloat may struggle to cope and feel (quite rightly) like the ship's been desserted.

Staffing ITIL projects with nothing but consultants and outside help can also be bad. Will you have the time (really) to ensure skills and knowledge transfer? Is is not better to backfill operational roles to release full time employees (give them a break from operational time critical cuties for 100 days) with contractors? In the long terms it is. In the short term you have to assess your own levels of internal competency with ITIL service design, introduction, operation support and improvement.

Additions to Steinberg's original common errrors:-

10. Not getting the buy-in from the top

11. Not ensuring that key people follow the whole journey

12. Not measuring and marketing the benefits correctly

13. Not building and enabling knowledge capture, transfer and access mechanisms

14. Not having time to correctly document and store key service artifacts, such as Service Catalogs and process maps

15. Not knowing when to go home and enjoy your freetime

16. Trying to do too much at once

What others have you experienced? Please post a comment and share your thoughts on this important topic.

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