Any IT manager who wants to pursue travel by applying IT Management Services Information Technology Infrastructure Library (ITIL) need to understand two very important factor well in advance.
o The first factor is to have dedicated, trained and committed process owners.
If you want to have a successful process of Incident Management which is under continuous improvement, you will need somebody who is ultimately responsible for that success and who can dedicate time and attention to encourage and to make sure it really happened. Many organizations are making one mistake follows:
o Process owner which means there is no one who is dedicated to promote certain process.
There is a process owner, but he is bogged down in day to activities of reactive days or "more important" business-driven projects and thus do not have time for unnecessary "red tape" such as ITIL.
o There are more than one process owner for a particular process - a classic mistake. The idea of ITIL is to have consistent processes across the organization for single and has two chefs in the kitchen "process" that will definitely mess up the cake. Who will ultimately be responsible if there is more than one owner? large companies that have successfully implemented ITIL have only one owner of the company throughout the process, even if there are many divisions spread throughout the world. This ensures that this process is consistent across all divisions and help break down barriers between departments and divisions.
The main problem here is that companies do not want to spend the money on dedicate resources for process owners. Clearly, the process owner can have a split role, doing other work, especially in smaller companies. During the other roles are not reactive fire. One person can also be made responsible for more than one process. Although these processes have a similar focus. Change, Configuration and Release roles can be divided by one person in such a small company. I believe in the role of big corporations must be filled by people who are dedicated, and companies that do not fill this role was not serious enough about ITIL and is most likely a lack of management commitment.
Which brings us to the second, but perhaps the most important success factors, namely management commitment?
If you are responsible for the implementation of ITIL, make sure you have the commitment from the top; otherwise ITIL may become a failed IT project throwing time and money wasted.
And management commitment does not mean, "the manager said that" his commitment. Managers must walk and talk ITIL and continue to show commitment.
In practical terms this means empowering staff through professional training, and other equipment, appointing the right person at the right roles and managing by ITIL, for example, demanding the right reports and taking action ...
Kotter's eight steps for organizational change is actually a good guideline for top management to follow.
Management commitment is probably the most important success factor for ITIL, but in my experience, perhaps the most difficult to find. That's why a lot of ITIL implementations just become a black hole sucking money.
I think there are many IT managers who are under this misconception, that ITIL is a silver bullet to fix all their problems. Just install the ITIL (almost like installing a new technology) and everything will be OK. What they do not understand is that ITIL is a major organizational change, including cultural change. We usually just focus on technology, but now we must focus on the customer.
Another reason for the low management commitment is also that ITIL is usually an internal IT department of business and not the immediate needs of the business. ITIL is a methodology for improving IT and not like a business.
To overcome this, an ITIL project should become a business requirement and commitment is needed from all the way to the top, from the CEO.