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Suggest You - Two Critical Success Factors in an ITIL Implementation
Fiji needs to increase its productivity or face ever increasing irrelevance in a world where economic and social barriers to trade are decreasing rapidly. Much has been discussed in Fiji about the need to increase investment to increase labour utilisation and productivity.An element of productivity which is seemingly ignored on the input side is the cost of purchasing goods and services. The act of taking possession of a good or service, or procurement, has developed rapidly along with supply chain manag
Which brings us to
Change is critical to your success and happiness. I cringe to think what might happen in our lives if we don't allow ourselves the opportunity to make the appropriate changes. Sure, we can pretend that we don't need to change, that there is nothing wrong with our lives. Then, however, we soon forget the consequences of not taking action and making the changes we know we need to make. One story that illustrates this point well is from Samuel Whitman. The ice storm wasn't generally destructive. Tr
• The first factor is to have dedicated, trained and committed process owners.
If you want to have a successful Incident Management process which is under continuous improvement, you will need somebody who is ultimately responsible for it’s success and who can dedicate the time and focus to drive it and to make sure it actually happens. A lot of organizations makes one of the following mistakes:
• The process owner is non-existent which means there is nobody dedicated to drive a particular process.
There is a process owner, but he or she is bogged down in day to day reactive activities or other "more important" business-driven projects and thus have no time for unnecessary "red tape" like ITIL.
• There is more than one process owner for a particular process - a classic mistake. The idea of ITIL is to have a single consistent process throughout the organization and having two head cooks in this "process kitchen" is sure to mess up the cake. Who will ultimately be responsible if there is more than one owner? Major companies who have successfully implemented ITIL have only one process owner throughout the company, even if there are numerous divisions spread across the globe. This ensures that the process is consistent throughout all divisions and helps the break down barriers between departments and divisions.
The primary problem here, is that companies do not want to spend the money on dedicate resources for process owners. Obviously a process owner can have a split role, doing other work as well, especially in smaller companies. As long as that other role is not of a reactive firefighting nature. One person can also be made responsible for more than one process. Although these processes should be of similar focus. The Change, Configuration and Release roles can be shared by one person in small companies for example. I believe in a large corporate these roles should be fulfilled by dedicated people, and companies who does not fill these roles are not serious enough about ITIL and is most probably lacking the management commitment.
Which brings us to
A handyman business is one of the most lucrative businesses in the country, and even the world, mainly because most people do not have the means or the time to repair and maintain their houses. Even if you are a small-time handyman service provider, you are ensured of regular and consistent flow of projects because there are over 100 million households in the country.Even if there are many home improvements and do-it-yourself books on home repair and maintenance, many still get the services of their loca
• The process owner is non-existent which means there is nobody dedicated to drive a particular process.
There is a process owner, but he or she is bogged down in day to day reactive activities or other "more important" business-driven projects and thus have no time for unnecessary "red tape" like ITIL.
• There is more than one process owner for a particular process - a classic mistake. The idea of ITIL is to have a single consistent process throughout the organization and having two head cooks in this "process kitchen" is sure to mess up the cake. Who will ultimately be responsible if there is more than one owner? Major companies who have successfully implemented ITIL have only one process owner throughout the company, even if there are numerous divisions spread across the globe. This ensures that the process is consistent throughout all divisions and helps the break down barriers between departments and divisions.
The primary problem here, is that companies do not want to spend the money on dedicate resources for process owners. Obviously a process owner can have a split role, doing other work as well, especially in smaller companies. As long as that other role is not of a reactive firefighting nature. One person can also be made responsible for more than one process. Although these processes should be of similar focus. The Change, Configuration and Release roles can be shared by one person in small companies for example. I believe in a large corporate these roles should be fulfilled by dedicated people, and companies who does not fill these roles are not serious enough about ITIL and is most probably lacking the management commitment.
Which brings us to
One of the fastest ways to grow your cleaning business is to get referrals from your current customers. There may be times when a customer will pass your company's name along without any prompting from you. However, to really get your clients to work for you, it's important to encourage referrals. You do this by developing and implementing a business generating strategy.A business generating strategy may sound complicated, but it's really quite simple. All you need to do is set up a system to track where
• There is more than one process owner for a particular process - a classic mistake. The idea of ITIL is to have a single consistent process throughout the organization and having two head cooks in this "process kitchen" is sure to mess up the cake. Who will ultimately be responsible if there is more than one owner? Major companies who have successfully implemented ITIL have only one process owner throughout the company, even if there are numerous divisions spread across the globe. This ensures that the process is consistent throughout all divisions and helps the break down barriers between departments and divisions.
The primary problem here, is that companies do not want to spend the money on dedicate resources for process owners. Obviously a process owner can have a split role, doing other work as well, especially in smaller companies. As long as that other role is not of a reactive firefighting nature. One person can also be made responsible for more than one process. Although these processes should be of similar focus. The Change, Configuration and Release roles can be shared by one person in small companies for example. I believe in a large corporate these roles should be fulfilled by dedicated people, and companies who does not fill these roles are not serious enough about ITIL and is most probably lacking the management commitment.
Which brings us to
Are you getting the desired results from your business vision statement? If not, here are a few ideas to help you successfully bring your vision to life:Get the perspectives of your employees and your customers to gain valuable insight and support for the business vision statement.Be sure your enterprise's vision statement is clear and specific; inspiring statements are great, but people interpret words very differently.Implement the business vision statement with
The primary problem here, is that companies do not want to spend the money on dedicate resources for process owners. Obviously a process owner can have a split role, doing other work as well, especially in smaller companies. As long as that other role is not of a reactive firefighting nature. One person can also be made responsible for more than one process. Although these processes should be of similar focus. The Change, Configuration and Release roles can be shared by one person in small companies for example. I believe in a large corporate these roles should be fulfilled by dedicated people, and companies who does not fill these roles are not serious enough about ITIL and is most probably lacking the management commitment.
Which brings us to
The most prominent trend in the employment screening industry has been a proliferation of online databases offering cheap background checks. Any one can access the internet and with a quick search be able to purchase, for example, criminal records for a low fee. While that is very appealing to companies looking to trim the budget on background checks, it may in fact be a dangerous trend.What do the companies say that have been running background checks, back when employment screening “industry” was jus
Which brings us to the second, but probably the most important critical success factor, namely management commitment?
If you are responsible for an ITIL implementation, make sure you have commitment from the top; otherwise ITIL might just become another failed IT project throwing time and money down the drain.
And management commitment does not mean, "the manager says his committed". The manager must walk and talk ITIL and continuously show his commitment. In practical terms this means empowering staff through professional training, tools etc., appointing the right people in the right roles and managing by means of ITIL, e.g. demanding the right reports and taking action...
Kotter's 8 steps to 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, probably also the most difficult to find. That is why a lot of ITIL implementations just become a black hole sucking up money.
I think there are a lot of IT managers that is under this misconception, that ITIL is a silver bullet to fix all their problems. Just install 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 a culture change. We used to focus only on technology, but now we have to focus on the customer.
Another reason for low management commitment is also that ITIL is usually an internal IT department endeavor and not a direct requirement from the business. ITIL is a methodology for improving IT and not as such the 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.
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