Insight

Top 10 tips for global ITIL implementation

ITIL deployment should be seen in the context of a change programme and, as such, is more than a simple set of processes that can be ‘rolled out’ and adhered to. Any IT change programme will encompass organisational, process and technology elements.

Drawing from PA’s experience, we have pulled together ten tips with which CIOs and program directors can approach effective ITIL implementation with confidence.

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. To avoid both resource and programming constraints, implementation must be aligned with other global and regional programs, IT initiatives and sourcing or supplier initiatives. 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.
2	Consider the post-ITIL organization before completing the process design Introducing ITIL-based processes generates requirements for new functions and roles that could impact the current service management structure. Prior to completing process design, understand the roles and functions required to support the processes, giving specific consideration to the supplier/internal resource split, depending on the level of outsourcing currently in place. 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.
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, from the executive balancing the budget, to the end user with a broken keyboard, to the application developer who knows IT inside-out and upside-down. It is critical to understand the impact at each level within the organization and the value each brings to the program. 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.
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 realized. To determine the end result, the strategy and program communications should focus on improving service quality and establish 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.
5	Engage early with existing suppliers Existing suppliers and any subsequent service level agreements (SLAs) 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. 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 ultimately be required to support the operation of the new processes.
6	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. 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 half the support within six months.
7	Maximum benefit can be achieved only if the impact each process has on another is understood The ITIL framework comprises ten service management processes and one service management function. Every ITIL process supports, interfaces and integrates with at least one other process. 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. Incident and problem management provide excellent examples of interdependent processes. An effective problem management process, for example, requires the accurate and comprehensive recording of incidents within the incident management process in order to identify the causes and trends, and instigate remedial action.
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 of ITIL implementation, however it is not imperative to implement all processes concurrently in order to realize operational improvements and a significant return on investment. 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. For example, implementing effective problem management has a direct correlation in reducing the number of incidents that occur. An external maturity assessment of current processes will help the organization understand which processes require greatest adjustments and which will deliver the most value.
9	Use success as a springboard for further improvement Implementing ITIL is a strategic commitment and will take months rather than weeks to fully implement. During this time many different parts of the IT organization will be required to change. In this sort of environment it is important to also implement a program of  continuous improvement (Such as a ‘plan, do, check, react’ cycle). Firstly this will ensure that improvement is actually delivered as expected. Secondly it will help to build further improvement rather than assuming the job is done and risk slipping back into old behaviors.
10	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, that is the re-use and integration of information, is a critical component of the service management tool. Integrating data control processes with the tool ensures that information is current and continues to add value to the service management processes.

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