6. What ITIL Represents
• A de facto standard approach for IT Service
Management
• IT delivering quality services that meet the needs
of the organization
• IT services enable business processes that, in
turn, enable the business to meet goals
• A shift from a technology focus to service and
quality
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8. It Is Organizational Change
• The adoption of ITIL does require organizational change.
• Change follows a relatively predictable course of events.
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9. The Change Curve
• Shock is felt initially when the need for change is
announced together with a dip in confidence due to the
need for personal change
• Denial is when people try to rationalise that the change
will not really happen or have an effect on them
• Awareness and self-doubt is when recognition occurs
and there is a further dip in confidence due to its
potential impact
• Acceptance that the change will happen is when people
start to let go of the past and look forward
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10. The Change Curve
• Testing is to do with identifying and testing new
behaviours, perhaps as a result of training. Confidence
starts to increase again.
• Search for meaning - people assimilate learning from
their successes and failures, and understand what works
and what does not.
• Internalisation is when the new behaviours become the
new norm in everyday working.
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12. ―To truly achieve the goals of ITIL and IT Service
Management requires not just the implementation
of processes but a catalytic cultural change‖
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13. What will Change?
• New roles: Process owners, change advisory
board
• Moving from hierarchy to matrix
• Standardization
• Managing to metrics
• New steps, new accountabilities
• New tools
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14. What will Change?
• Organization will become more of a matrix and less
hierarchical
• Process teams that come from all across the organization
• Process owners and functional owners may compete for
authority and power
• If you‘ve already introduced project management
discipline in your organization, you may have an easier
time
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15. Reasons for Failure of Organizational Change
Initiatives
• Difficulty changing the culture of the
organization
• Lack of staff commitment and understanding
• Lack of education, communication and
training
• Responsibility without sufficient authority
• Lack of effective ‗Champions‘
• Loss of momentum after opening hype
• Lack of funding Source – Pink Elephant (mostly)
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16. Reasons for Failure of Organizational Change
Initiatives
• Lack of quantifiable long term benefits (ROI)
• Lack of organizational learning (lessons
learned)
• Satisfaction with status quo
• Trying to do everything at once – over ambitious
• No accountability; lack of clear ownership
• Tools unable to support processes
• People not skilled enough to support processes
• No structured Project Management
Source – Pink Elephant (mostly)
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18. Do Start With
• Senior Management Support – ―Tone from the
top‖
• A process improvement mindset
• SET OBJECTIVES
• Empowered transition team
• Dedicated ITIL Manager
• Training and Communication
• Baseline and Benchmarks
• Use project management
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19. Awareness and Training
• Awareness is to foster understanding of the
need and to serve as a reminder
• Training is a formal process meant to help
people acquire skills
– Foundation
– Intermediate
– Advance
– Have a plan
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20. Monitoring and Measurements
Tell me how you will measure me
and I will tell you how I will behave.
-- Eliyahu Goldratt
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21. Do NOT Start
• Do not start by purchasing a tool – define
processes and requirements first
• Do not start with Configuration
Management without having effective
Change Management
• Do not start with processes that are
impossibly complex
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22. Check List
• Are procedures in place?
• Are your processes continuously being
optimized for efficiency, and are metrics in
place to prove it?
• Are your ownership and communication
responsibilities clearly defined?
• Are Service Level Agreement (SLA)
metrics in place?
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23. ―I have made this letter longer than usual because I
lack the time to make it shorter‖
Blaise Pascal
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