| The managers who successfully implement the | | | | committed to ITIL. Most probably they are lacking the |
| Information Technology Infrastructure Library (ITIL), are | | | | necessary management commitment. |
| very aware of the most important factors which | | | | And, the most important and highly critical factor for |
| control the success or failure of their ITIL system, and | | | | success is management commitment. |
| that the most important factor is having committed, | | | | A useful guideline for senior management to exercise |
| dedicated, and well trained process owners. | | | | is to implement Kotter's 8 steps of organizational |
| Having multiple owners of a particular process is a | | | | change. |
| classic mistake. One of the prerequisites of ITIL is to | | | | Arguably the most important factor for success in ITIL |
| maintain a single consistent process implemented | | | | implementation is management commitment, although |
| everywhere in the organization. If there are multiple | | | | this is also probably the hardest to obtain. This is the |
| owners, who will hold the ultimate responsibility? | | | | reason why many ITIL implementations fail. |
| Companies with successful implementations of ITIL | | | | A great number of IT managers are under the |
| can be analyzed and found to have only one process | | | | mistaken belief that ITIL will be a wonder-cure for all |
| owner for the ITIL process throughout the company. | | | | the problems that beset their organization. Many |
| Having consistency of the process throughout all | | | | believe everything will instantly be OK if they just install |
| departments and divisions helps break down | | | | ITIL and don't appreciate that there is more to ITIL than |
| differences amongst divisions and departments. | | | | this. ITIL is a significant organizational change and many |
| Providing dedicated resources to the process owners | | | | managers need to alter their way of thinking to |
| can be an issue for many companies. Sometimes, | | | | appreciate this. Customer focus is paramount. It is not |
| especially within smaller companies, a process owner | | | | enough to focus just on technology. |
| may have to maintain a split role, and be required to do | | | | Because ITIL is not a specific requirement requested |
| other work. If this role is not too time-consuming, then | | | | from the business, it can sometimes have a low |
| this may not be an issue. One individual can take | | | | management commitment, especially if it is seen as |
| responsibility foradditional processes. Hopefully, these | | | | just an IT department requirement. It must be |
| should be of a similar nature. Many times it is not | | | | remembered that ITIL is not the sole focus of the |
| unusual, for one individual to share the Change | | | | business and is merely a methodology for enhancing |
| Management, Configuration Management, and Release | | | | the IT aspects for the business. |
| Management roles. | | | | This is why an ITIL project requires commitment from |
| These roles should definitely be undertaken by | | | | the very highest levels of company management and |
| dedicated people. Many times, you will usually find that | | | | must utimately become a business requirement. |
| companies these roles unfilled are not really seriously | | | | |