| Looking around on social networks and using my own | | | | is an agreed way to solve the recognized problem. |
| experience I have composed a Top 10 for those that | | | | Implementing ITIL requires a strong vision and ambition |
| want to select or implement a IT Service Management | | | | on management level. |
| Tool. For some organisations it can be usefull to be | | | | 5. Keep focus on getting the processes right. |
| aware that improving the efficiency of an IT | | | | Keep the focus on getting the involved processes |
| organisation is not just being done by selecting a tool. | | | | right. Any implementation of a tool should contribute to |
| IT Service Management is mostly based upon | | | | the desired process model, in order to deliver your |
| processes that help you to deliver your products or | | | | products and services. |
| services as a IT department. A characteristic of | | | | 6. Don't blame failure (to implement) only on the |
| processes is that they consist of a collection of related | | | | toolset. |
| and structured activities. Another one is that they | | | | If the implementation of a IT Service Management |
| produce a predefined output (based upon a predefined | | | | Tool/Suite goes wrong then don’t blame it on the |
| input….?). | | | | Toolset. Implementing an IT Service Management Tool |
| Looking at the simple description above it seems quiet | | | | requires in depth definitions of important ITSM toolset. If |
| simple to lower cost and work more efficient: | | | | you have no clue of, for example, how you want to |
| automate most of the activities and focus on your | | | | have your Service Knowledge Management System, |
| products and services. Why do many organisations | | | | or, as part of it, what you want to register in your |
| purchase a Service Management Tool/Suite and why | | | | Configuration Management System, then it is difficult to |
| are they faced with less efficiency and more costs | | | | make a right implementation. Not because the tools |
| than expected? Let’s see the Top 10 of lessons | | | | doesn’t support it, but because you have no clue |
| Learned of implementing IS Service Management | | | | what you expected in the first way. So make first a |
| Tools. | | | | business analysis and define the services, products |
| 1. Implementing a Service Management Tool is more | | | | and processes you want to improve. THEN select a |
| then buying a software tool. | | | | tool and implement it. |
| Implementing a Service Management Tool is more | | | | 7. You need more skills than only ITIL knowledge to |
| then buying a software tool ‘of the shelf’ and | | | | implement ITIL. |
| installing it on a server. Before buying a | | | | Changing your organisation and implementing ITIL in a |
| ‘recommended’ tool from a supplier you have | | | | organisation requires more skills than just ITIL |
| to be aware of the following: | | | | knowledge. Since it is a cultural change that touches |
| - what processes/activities do I want to automate | | | | every group and individual in your organisation you |
| make more efficient, and WHY do I want to do this? | | | | need a strong vision, lots of communication and strong |
| - looking at the processes/activities, which other | | | | leadership. Find or create the right Business Change |
| information system/tool is involved with these | | | | Managers and divide the project in multiple projects in |
| processes? Do you want to integrate them in the new | | | | order to contain problems. Start with quick wins where |
| solution or does the new tool have to have some kind | | | | you can show the benefits of the introduction (or |
| of (automated/manual) interface? | | | | improvement) of the New Way of Working (or |
| - what processes do I want to stay manual, because | | | | something like that). Make people aware that the real |
| only a person can do it the best? | | | | improvement is, for example, collaboration and |
| - how much money/effort is involved with the problem | | | | communication. The real change then might come out |
| area’s how much efficiency do you expect to gain | | | | of your people, the organisation, as they start to |
| with introducing a new tool? | | | | believe that they can meet your objectives and see |
| - what other criteria do you have for a new tool? | | | | the benefits for them. |
| 2. Implementing a Service Management Tool requires a | | | | 8. Implementing ITIL is not a project. |
| full understanding of how your organisation operates. | | | | Implementing ITIL is not a project. Making the |
| Implementing a Service Management Tool requires a | | | | organisation ITIL aware is a project. By saying this I |
| full understanding of how your organisation operates. | | | | want to stress that ITIL is not a one thing issue. |
| Before starting an implementation or even a selection | | | | Implementing ITIL means that you introduce a way of |
| project get together the people that know, understand | | | | working that always will have focus on Service |
| and have documented the process and activities that | | | | Improvement and adopting processes to the |
| are required in your IT organisation. Together you can | | | | environment. Implementing ITIL is never finished as you |
| detail the inputs, activities and outputs needed for | | | | will always adopt your processes to new situations, |
| achieving business objectives and outcomes. This | | | | the big benefit is that you do it on a controlled way, |
| makes the business case for your selection and | | | | and not on a ad-hoc basis. |
| implementation project! | | | | 9. If it's too good to be true...... |
| 3. ITIL isn't an 'out-of-the-box' solution for your business | | | | Don’t believe vendors that promise you an ‘out |
| problems. | | | | of the box’ solution. Most of the times vendors |
| Don’t think that IT Service Management according | | | | over promise the benefit their tools will have to your |
| to ITIL is an ‘out of the box’ solution for your | | | | business. They simple forget to stress the limitations or |
| business problems. Before 'doing' ITIL you have to | | | | the adoptions that have to be made to the tool or your |
| understand and think ITIL. ITIL is not an "implementation" | | | | organisation. If someone offers you a solution that |
| that you can do once and then it works. ITIL is a | | | | sounds too good to be true……it probably is too |
| complete change in the organisations culture and | | | | good to be true. |
| thinking. It is a commitment to the Continual Service | | | | 10. Align the service management tool with your |
| Improvement of your products and services. Having | | | | business processes. |
| the books only means that you have taken the first | | | | Don’t align your business process with your service |
| step. | | | | management tool. Your business is leading and is your |
| 4. ITIL requires a strong vision on management level. | | | | vision on how to be of use for your clients. A service |
| Don’t make ITIL a thing of only the process | | | | management tool just has to fit in your organisation |
| managers. ITIL requires participation of everyone in | | | | and provide the information that is needed to manage |
| your organization. If your organisation is strongly divided | | | | and control your business. Don’t forget to put the |
| and the different teams do not seem to cooperate | | | | business alignment in your specs too! |
| (and they have no intention to do so) then you first | | | | This article has also been published on The ITIL |
| need to pay attention to that. No tool will solve internal | | | | Weblog. |
| conflicts if the conflicts are not recognized and the tool | | | | |