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Business Process Management

The traditional lines between ITSM tool providers (such as IBM, HP, Peregrine, Axios) is becomming very blurred with the more recent entry of Business Process Management and Automation Vendors entering their markets.

(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.

If you would like to purchase the book - click below

What Does ITIL V3 Look Like?

A very warm welcome to the IT Service Blog - where we only Blog about ITIL and IT Service Management topics.

Hosted on CIO Search is the best Webcast presentation so far by Sharon Taylor who is leading the programme delivery for the next version of ITIL - Version 3.

Now there's a lot of interest out there in Version three because several new core texts have been announced which will be written (as usual) by top ITIL and IT Service Management experts. Many Service professionals have already obtained ITIL certification and are asking questions about whether they need to re-certify after version three is released.

Sharon provides an excellent overview and covers highly relevant ITIL topics:-

• What ITIL V3 will actually look like?
• What will the new structure actually comprise of?
• What's the thinking and focus behind the new structure?
• What's the low-down on the return on investment for ITIL V3?
• What are some of the most frequently asked questions on V3?

Sharon also takes some questions at the end of the session which reveal some interesting details about re-certification, future publishing media and timelines for ITIL V3's release.

I have watched this presentation and provided the following appraisal for your viewing pleasure. (Please note - these are my own observations, thoughts and views on the presentation.)

If you would like my free complimentary Summary Slide Deck - download it here... Download ITIL-Version-3-Perspectives.ppt

Please note - I am going to 'stick like glue' to announcements and developments on ITIL V3 - since I believe it is THE most important step-change in the history of IT Service Management.

The full original webcast presentation can be reached here it lasts just under one hour and is sponsored by Front Range Solutions (note: The ITIL refresh is not associated with Front Range Solutions).


NEW! Download my ITIL Version Three Mindmap HERE.

Additional Resources:-

1. Free white papers on ITIL and ITIL V3 at IT Service Today.

2. Get 20 Hot ITIL Links - Get 20 ITIL Links Free.

Top Ten IT Managers Mistakes

Once you reach the ripe old age of 35 (plus!) you tend to think of things in "Top 3" or "Top 10" or 'worst case' or 'best possible outcome'. You know the conversations you have with your friends, "What are your top 10 favourite all-time albums?", type of conversation.

Over the last fifteen years I 've collected what now amounts to probably the Top 100 IT Managers mistakes.

Obviously over time I've re-shaped them - chopped and changed a couple of annoying one's - especially once I have read a fascinating article by Joey Smith (of www.ITOctane.com fame).

Now, inspired by Joey's Top 10 headings I have finally got to releasing my own 13 page white paper on what exactly these mistakes are, what you can do about them and some further reading resources.

It's got the www.DrITiL.com branding because it was supposed to go out to the ITIL community and all the ITSM people last October - but with the ITSM conference and everything - I had to postpone it's delivery.

Anyway, please take a look and post a comment if you love it or hate it.

If you're just "in between" - don't bother your good self. We only want fringe and marginal to get the IT Service Fire raging on this Blog!

Download The-Top-10-IT-Management-Mistakes.pdf (130.8K)

ITIL - The Project Managers Perspective

With the forthcoming V3 of ITIL only about a year away (which promises to feature Service Introduction) I got to thinking about the Project Manager's viewpoint on ITIL.

Afterall, all projects end up in Service Operations. It's the final destination. It's the place where all the benefits are realized - right? (Gulp).

Right now ITIL doesn't really do much for Project Managers, from a traditional viewpoint, in terms of assuring the smooth transfer of projects into Service. Sure, there's release management and change management to help the overall transformation effort - importantly minimizing impacts to production - but what else?!

On my Web travels, I cam across this very interesting Blog, The Project Managers PodCast, innovatively hosted by Cornelius Fichtner.

Despite trying to place his roaming accent (and ending up in South Wales) my heart goes out to him for producing such an excellent end result.

Click through and have a listen. Burn to it CD if you have too. There's also an excellent PDF handout that accompanies the Podcast.

Good news for Service Managers - it looks like we can start adding, "Project Implementation/Transition Success", to the long list of benefits our efforts help realize.

Implementing ITIL - Where to Start?

Thinking about where to start with ITIL?

A Client of mine was pondering the very same question last week.

A quick search on IT Service Today (Implementing ITIL + PDF) provides some useful background material...

http://www.itservicetoday.com/search/cgi-bin/it/white_search.cgi?search=implementing%20itil

...but nothing from one or two articles is gonig to be specific or finite enough to act as a reliable roadmap.

One relatively new US book provides more practical and useful information that acts as the basis of an excellent starting point.

Entitled, "Implementing ITIL: Adapting Your IT Organization to the coming revolution in IT Service Management", by Randy A. Steinberg, is an exciting proposition for all ITIL'ers around the globe.

Packed with 489 pages of content, learned from many ITIL implementation experiences, this book is the one to go for if you are assisting clients with their ITIL implementation and wish to cut down on your start-up time.

Let's face it - who doesn't want to eliminate as much of the boring preparatory work as possible - and get on with the real detailed planning.

I will see what I can do - to get some kind of feedback or possibly an interview with Randy to help us understand the key learning points from this book.

In advance of ITIL V3 material - it looks set to become the definitive guide to implementing ITIL on the market today.

Well Done to Randy for getting this major piece of work completed ahead of the best practice pack!

Introducing IT Service Today

It didn't exist - so I had to invent it!

I got tired of searching through multiple screens and using lots of different search engines to find the research I needed - so I decided to create a practical and focussed Search Engine - come - research tool - that's dedicated to us IT Service folks.

The result can be seen at www.ITServiceToday.com

It features links out to the usually most searched for items - plus its got this great feature called QuickView that allows true window-in-window viewing of other sites. Saves a lot of time.

The other thing is - it's got ITIL and ITSM 'hard-wired' into it's code. Search for Articles and Whitepapers and you'll get the latest list.

I'm going to add lots more functionality to this site pretty soon - so why not bookmark it and take another look today?

Welcome to the IT Service Blog

After many months deliberating about whether to start a new Blog - I've decided to launch this one - the IT Service Blog.

I'm going to leverage the power of over a years experience in Blogging about all things ITSM and ITIL and the like (see www.DrITiL.com archives for proof!) to provide a new, more thought provoking read.

It won't be published everyday! But when it is - there will be something fresh and interesting to say.

I'm also interesting in opening up author level access to anyone who wishes to contribute an article, story or rant - so long as it's not breaking any ethical rules and stuff like that.

You can subscribe to this Blog's feed and keep up to date that way.