Paved with good intentions and best practices, the road to ITIL hell can look so alluring to the unwary IT manager.
How could all those precisely formulated Information Technology Infrastructure Library recommendations lead to anything but success? Well, we can give you six possibilities right now.
They fall neatly into two categories with half of them being problems that could affect any organizational change, and half of them being issues more specific to ITIL.
First, let’s tackle the specific issues. Number one on our list is trying to implement ITIL as though it was a standard like ISO 27002 for security.
However, ITIL is not a standard, but a group of best practices to be applied as appropriate in the context of your particular IT infrastructure.
Similarly for our next point, trying to make ITIL into a project with a finish date makes no sense, because ITIL represents continual service improvement. Third in this category is prioritising ITIL without considering ITSM. If your IT service management cannot absorb ITIL best practices, sparks could fly.
Next, the more generally applicable issues. ITIL represents change and must be managed as such. Barging in on existing culture and expecting instant transformation is often unrealistic, as is trying to impose ITIL on unsuspecting IT staff or users.
For our second issue, take ROI. Senior management has to like ITIL from a visible profitability perspective too. Self-service could be a good place to start, because the positive impact on business can be large and noticeable.
Finally, if you try to improve every area of IT under the sun with ITIL, you’re bound to leave somebody disappointed or even fall short of everybody’s expectations.
In short, pick and choose areas and best practices to apply to them, show ROI, and manage change, while taking current ITSM into account and moving to ITIL best practices on an ongoing basis. We can’t guarantee you’ll now avoid all the potholes, but at least you’ll be headed in a better direction.