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AdiscussionpaperfromNumaraSoftwareandPinkElephant
White PaperShow Me the MoneyHow Life in the ITIL Fast Lane Can Deliver Success
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White Paper
Show Me the MoneyHow Life in the ITIL Fast Lane Can Deliver Success
IntroductionIn this white paper, authored by Numara® Software and Pink
Elephant, leaders in service and asset management software and
ITIL® consulting and training respectively, we examine the critical
role of having effective processes in driving down service costs. In
particular, the paper demonstrates the importance of process and
automation in helping IT executives stretch their IT budget further.
That means C-Level executives can now see the progress of their
IT investments and place a value against that investment in terms
of the number of service desk incidents, how quickly they were
fixed, and the number of transactions that went unfulfilled.
Service management is no longer simply about matching SLAs,
but about ensuring service value to the business. Standards and
automation are a vital delivery mechanism in delivering that
value. Equally important is understanding the human factor.
Whether your adoption of a service management framework is in
ITIL-mature Europe, in the US where take-up has recently been
rapid, or in the fledgling Asian markets where ITIL is less well-
adopted, getting people to embrace process change continues to
be a benchmark for success. This paper demonstrates that if you
manage change effectively then you’re on a fast-track to success;
struggle to deliver that change, especially where people are
concerned, and you’ll be stuck in the slow lane.
1. Beating the 80:20 ruleThey call it the Pareto Principle after an Italian economist called
Vilfredo Pareto. It’s also known as the 80-20 rule and in IT it
means most IT departments spend as much as 80 percent
of their budgets on routine
maintenance and day-to-day
operations, while only 20 percent
is spent on new technology,
innovation or new business
processes that can lead to a
competitive advantage.
According to the Gartner research
group, this ‘just keeping the lights
on’ approach means that it’s a
struggle to argue that IT is adding value to the business, and so
deserves larger budgets to spend on new software, hardware and
innovative ways of doing things. Value is an important word here,
as we’ll discuss later.
The smartest companies have recognised this disconnect and lack
of respect for IT’s role and are taking steps to reduce the amount
of the IT budget devoted just to maintenance and operations,
so they can release funds for new development and business-
process improvements, such as the adoption of collaboration
technologies to increase the sharing of knowledge within the
business, or the use of virtualised servers for sustainability
purposes.
Companies have adopted a variety of tools, technologies and
techniques, but few have genuinely succeeded in stretching that
80:20 ratio to 70:30, never mind 60:40. Yet those companies
that can achieve that goal by making effective changes to
business processes can generate significant returns. Process
automation will help, provided you are not simply taking an
existing business process and automating it without actually
considering whether there is an opportunity for cost savings, and
if so, how, why and where to change the process.
The encouraging story for those organisations struggling to turn
their 80:20 ratio to 70:30 is that success stories do exist. One
US firm transformed its IT thinking and reversed the 80:20 rule
between systems maintenance and technology innovation.
Now, of the company’s $200m IT budget, only 20 to 25 percent
is spent on maintenance and operations. The key was to
standardise the technology architecture and then adopt ITIL, a
key set of policies and concepts for managing IT infrastructure
assets, operations, development and review to manage its core IT
processes, while standardising the way it tackled IT problems.
Adopting and enforcing an enterprise architecture together with
ITIL can make a dent in IT spending of up to 30 percent when
fully deployed, automating typical IT processes including change
management, configuration management, incident response and
problem management which are typical processes that make
up the everyday IT environment. There are 24 processes within
the ITIL framework, with the most popular, according to Pink
Elephant, the world’s leading supplier of ITSM consulting services,
training and conferences, being:
1. Incident Management/Problem Management
2. Change Management
3. Service Request Management
4. Software Asset and Configuration Management
5. Service Level Management
6. Service Catalogue Management
7. Release and Deployment Management
8. Availability Management
9. Capacity Management
“ Iputmyheartandmysoulintomywork,andhavelostmymindintheprocess.
“VincentVanGogh
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The first three are arguably the most important. Incident
management’s goal is to restore service operation as quickly as
possible with minimal disruption
to users; Problem management
is a process designed to
minimise the adverse effects of
incidents and problems caused
by infrastructure errors. It also
seeks to proactively prevent the
recurrence of these incidents and
problems. Change management
is a process of controlling
changes within IT services or systems, with proper approval and
minimal disruptions. According to the leading analysts, 75-80% of
Incidents are caused by Changes.
The reality is that automating such processes by adopting
standards so that routine tasks become repeatable processes
is a basic step that every IT department should be taking. That
is because service management or IT process frameworks such
as ITIL can help enforce discipline. This can lead to far more
sophisticated ways of managing IT value.
How effective are your processes? Are you a ‘so:so’ 80:20 player?
Or do you have greater ambitions? Read on to learn how effective
adoption of standards will help you move up the league table.
2. Continuous service improvementIT service management may not have the raciest of reputations.
But smart organisations recognise that understanding the concept
of delivering an effective
service to the business built on
understanding and delivering
agreed metrics creates a platform
that not only delivers effective
IT, but can also play a part in
informing strategy. The IT Director
or CIO who craves a seat at the
top table and wants to play a key
role will understand that service
management has long since
evolved beyond handling
‘trouble tickets’.
Indeed to some, IT service management has actually become
business service management. Instead of fumbling around trying
to get the business to consider IT-originated SLAs that bear little
resemblance to business requirements, the new measurements
will not only ask whether the service was available, but also how
fast and responsive it was, and whether it was tailored to critical
business dates, such as financial year-end, how far it satisfied
users and which users consumed which services.
IT service management is the lubricant that makes the business
engine tick along nicely, providing a supporting mechanism for
running the business and establishing a framework for best
practice, such as ITIL. One car engine oil used to be described in
advertisements as ‘liquid engineering’; something similar could
apply to the role of service management in smoothing the
working of business processes, automating them and putting in
place measurement and reporting systems. A codified repeatable
process should be automated because it lowers the possibility
of mistake, lowers costs, maximises optimisation, and frees
up human resource for where automation is less useful (e.g.
exceptions and decision making)
This is where that word ‘value’ comes in. C-Level executives can
now see the progress of their IT investments and place a value
against that investment in terms of the number of service desk
incidents, how quickly they were fixed, whether they were fixed
by self-service – an increasingly important metric because self-
service is cheaper - and the number of transactions that went
unfulfilled. Indeed, the mantra is no longer about matching SLAs,
but ensuring service value to the business.
At the same time as its importance in measuring service delivered
to customers and partners, IT service management is also fulfilling
an important role in helping drive compliance and corporate
governance throughout organisations. There is no escape from
compliance, whether it is Sarbanes-Oxley or PCI DSS driven, the
potential impact on organisations of non-compliance means IT
service management has become the warning light in helping
organisations meet their regulatory requirements.
But how does best practice IT service management work? What is
ITIL? And what does that means for organisational processes?
3. Where the rubber meets the roadITIL is a set of policies and concepts for the management of
IT infrastructure assets, operations, development and review.
Originally developed by the UK government, it may not be the
first such framework, sitting
alongside standards such
as ISO 20000 and other
frameworks such as COBIT,
but it has galvanised and
integrated approaches so
that the concept of IT service
management is much better
understood and adopted.
Indeed, rigidly following one
framework such as ITIL could
be unwieldy; often what the
“ ITprofessionalshavearesponsibilitytounderstandtheuseofstandardsandtheimportanceofmakingwebapplicationsthatworkwithanykindofdevice.
“TimBerners-Lee “ AdoptingtheITILframe-
workisaprovenmethodforstreamliningITprocess-esandproperlyaligningITsystemsandserviceswiththebusinesstheysupport.
“SharonTaylorITIL v3 Chief Architect and Chief Examiner
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doctor orders is a light-touch, pick and mix approach, adopting
what’s right for your organisation.
And clearly, the potential cost savings of ITIL and IT service
management are compelling, according to a paper produced by
Numara Software. Organisations mentioned in this paper, from
Robert Wiseman to Specsavers have all recognised the benefits
of ITIL, without necessarily wedding themselves to it. Almost
every company that executes a well-planned, well-run IT service
management programme based on ITIL guidelines reports
benefits. Most of these benefits are expressed qualitatively
because of a baseline. For example, one Dutch IT Department
that used ITIL to improve the way it delivers services saved
millions of euros and recouped its investment in a year. Where
the take up of ITIL has been rapid across Europe, especially in the
Netherlands, companies are seeing similar successes.
In today’s cost-conscious financial climate, ITIL goes beyond
process control: it offers a roadmap for being able to do more
with less. That’s a boon for IT departments who often have
no idea of their own worth, and even if they did, could not
communicate it to their business masters. IT departments often
leave matters of money, value and worth to the business, which
in the absence of seeing any IT worth, chooses to make decisions
based on costs.
That mandate ‘do more with less’ goes out, and is immediately
translated into cost reductions associated with working harder.
The trouble is, that demoralises IT and only serves to reduce the
quality of services, when the real way to ‘do more with less’ is
to work smarter, not harder. As you reduce costs in IT through
attrition, outsourcing etc, the service quality drops, and so does
the productivity, leading eventually to lost revenue and profit.
It’s a vicious circle of cost and technology. However, one way
of breaking it is to adopt ITIL which turns the vicious circle into a
virtuous one of worth and service by focusing on four key areas
of savings potential:
• Cost savings - money that is currently being spent can be
reduced
• Cost avoidance – money allocated for spending can be saved
• Higher IT productivity – increased productivity and reduced
costs
• Increased business productivity – resulting from higher
quality IT services
The Importance of change management
Earlier we mentioned the importance of incident management,
problem management and change management in business
processes. These are critical processes within the ITIL framework.
Change is the root cause of many incidents. A significant
percentage of the problems that threaten critical IT services have
their origins in poorly executed changes. The consequences of
these changes are often dire in terms of both service availability
and regulatory compliance. So, instead of focusing on incident
management - which deals with the problem after it presents
itself – IT organisations are looking at change management to
prevent problems before they occur.
If you don’t improve the way you manage change, your IT
department will be predisposed to constant firefighting. If
incidents related to changes are not brought under control, IT
service provisioning - and consequently the business itself - can
spiral out of control. IT becomes locked in a deadly embrace
where the number of incidents rises and each incident requires a
firefight, leading to more and more incidents.
ITIL change management breaks that embrace by balancing
flexibility (facilitating change) with stability (preventing changes
from creating problems). Corrective measures reduce the number
of incidents and IT can then drive innovation and improvements.
Getting started on ITIL
There’s actually no correct or incorrect place to start ITIL.
Depending on your service delivery model and maturity, certain
processes will naturally take precedence. Managing change,
however, should be reviewed sooner rather than later since it
is pivotal to driving continual service improvement. If it is left
unchecked, it will bite you later. CIOs should invest in process
automation that supports change management compliance
initiatives, while not forgetting practical ways of addressing
the biggest inhibitor to ITIL itself - cultural and organisational
resistance to change.
Many organisations start by taking measures to overcome cultural
and operational conflict. One effective approach is to supplement
formal training with ITIL simulation workshops. Workshops
demonstrate the benefits of process models when dealing with
crisis situations. So, rather than being force-fed ITIL theory without
practical experience or examples, participants work together to
understand how process models can improve both organisational
and individual ability to deal with high-stress situations.
The following strategy advocated by Pink Elephant can be a
useful route to follow:
Strategy/Visioning
Undertaking a work stage that establishes a vision for the
project is a major contributor to the successful implementation
of IT service management. It provides a clear focus for the
implementation and gives all participants a sense of direction.
The vision also provides a “flag” for all staff involved in the project
to rally around and it helps to bring all stakeholders together
around a common objective.
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Assessment
Measurement is indispensable to good management and in
today’s competitive environment, you need to demonstrate to
your business customers that you are providing lean, low cost
and highly effective services. Having a benchmark of the current
state is essential for any improvement programme aiming to
achieve improved internal controls – it is also a pivotal starting
point to achieving a quality standard, or meeting governance and
compliance regulations.
Planning
This phase of the roadmap approach provides a sound basis for
the IT service management solution design and implementation
by building upon the output from the visioning and assessment
phases. Typically a service management implementation or
improvement programme is developed consisting of a number of
projects which focus upon specific processes, functions or regions
within the overall programme. The strategic vision provides
the desired future state of where you want to be; assessment
services allow your organisation to identify where you are now
and what is required to move forward; then the planning phase
delivers the ‘How are we going to get there?’ piece.
Build
This focuses on building the planned strategic IT service
management solution that will take the organisation to the
defined future state (Vision). If service level management is a
process that requires improvement, then the Build stage looks at;
the process design, tools, governance, and organisation. Analysis
of the process should look to improve efficiencies removing any
wasted or redundant actions, information or steps, re-engineering
until it is as effective as it can be.
Transition and Control
This is about concentrating on the implementation of the IT
service management solutions that have been designed within
the Build and Initial wins work stages. It also introduces the
regular cycle of control reporting showing the current health and
state of all implementation strands. Up until now, the solutions
have been designed and tested and at this stage they are
deployed, operated and measured.
4. Don’t forget the human factorThere is a common factor in ITIL
implementations from which there
is no escape, whether you’re
adopting a service management
framework in Europe, the US or
Asia. Actually, it doesn’t matter
which service framework you’re
adopting, the common thread is people. And people are resistant
to change. It’s not going too far to describe this as the most
decisive factor in ITIL implementations.
There are few ITIL projects that detail a focus on the quality of the
IT or service desk personnel and their receptiveness to change.
Yet some critical questions must be asked:
• Do the people have skills that fit with an ITIL-based service
organisation?
• If not, how can they change?
• Is there a realistic expectation of the time and manpower
required for an ITIL implementation?
• Will people who have been working to the same pattern for
years be able to adopt ITIL in just a few months?
Experienced ITIL implementers believe it is impossible to
implement five to ten ITIL processors in six months. Organisations
that claim to have done so may indeed have introduced
procedures for five to ten ITIL processes, but after such a short
period, can employees really be said to have changed their
processes to work differently or better?
Success comes down to having an effective culture that will drive
effective ITIL adoption. Ask yourself the following questions:
• Are there elements in the culture of the IT organisation which
explains why it is performing inadequately?
• Does the way the employees interact lend itself to the
application of ITIL?
• Does implementing ITIL processes and procedures generate
more bureaucracy?
5. Milking the benefits of ITIL - A customer casebook
It’s no coincidence that
organisations that embrace
IT service management tend
to save millions. And in a still
cost-conscious world, that’s
a smart move. What ITIL
does is provide a suitable
framework to ensure that you
do IT service management
reasonably well. And doing
IT service management even
only reasonably well will save
money. Tackle it with rigour, as the organisations in the examples
below have done, and you’ll be equally as successful as they
have been at saving money.
According to Clive Longbottom, Service Director for Business
Processes Facilitation at Quocirca, by following ITIL guidelines,
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“ Manistheonlycreaturethatrefusestobewhatheis.
“AlbertCamus
“ Almostallqualityimprove-mentcomesviasimplifica-tionofdesign,manufactur-ing,layout,processesandprocedures.
“TomPeters
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you can’t go far wrong and IT service management can be
automated to a high degree. As soon as you start changing ITIL,
thinking you can do it better, you start running into problems.
It should be remembered that ITIL has changed. While ITIL V2
offered advice with an operational focus on individual service
management processes, the release of ITIL V3 in 2007 made
a significant shift towards more mature guidance on service
management practices based on a service lifecycle and with
greater focus on management issues. As Longbottom puts it,
“ITIL V3 has extensions that take ITIL into the business.”
ITIL V3 emphasises the importance of creating business value
rather than simply executing processes. It reflects today’s web-
centric environment and demonstrates that ITIL has matured
to become a fully integrated, modern business model and not
‘simply a set of technical support processes.
ITIL V3’s five volumes - Service Strategy, Service Design,
Service Transition, Service Operation, and Continual Service
Improvement - take the IT manager through the entire lifecycle,
from understanding how to use IT assets strategically, through the
design of appropriate and innovative IT services, to the continual
alignment of IT services and changing business needs.
What that means for IT managers is that they can adopt a more
strategic approach to service delivery. By acknowledging that IT is
the business, ITIL V3 can enable the IT Service Manager to deliver
improved client retention, cost control and profitability. That will
make even the most-hardened CFO’s eyes light up.
Connect + Develop
The Cincinnati consumer products giant Procter & Gamble has
realised significant savings since starting to use ITIL. For example,
over the years the company has seen a six to eight percent cut
in operating costs and a 15 to 20 percent drop in technology
personnel company wide. The Procter & Gamble ITIL initiative
focused on problem management, which involves root-cause
analysis of trends in helpdesk requests. The initiative has
resulted in a 10 percent reduction in helpdesk calls. Like other
standard initiatives, support from IT executives is critical. Procter
& Gamble’s Associate Director of IT Mike Ackerman says one
way to improve interest is to tie ITIL adoption to other company
initiatives. Within Procter & Gamble, ITIL was marketed as a way
to help meet a company-wide directive from the CEO to cut costs
by $2 billion over a five year period. “As with most things, some
people are very receptive and other people are like, ‘I don’t have
time for this stuff,’ “ Ackerman says.”But if you can make ITIL an
enabler for a larger initiative, it’s like a knife through butter.”
Two ITIL implementations with strong Pink Elephant involvement
produced the following effects:
• Change Management: a staff reduction from 70 to 35
employees needed for technical implementations of changes.
A cost reduction of 3.5 million Euros. Business benefit: a 30
percent reduction of time-to-market for applications.
• Incident Management: a staff reduction from 50 to 25
employees dealing with incidents. Business benefit: a 50
percent reduction in incident resolution time.
In the UK, when Robert
Wiseman Dairies set
about embarking on the
implementation of an ITIL
best practice framework to
enhance its service desk
and IT offering, it turned
to Numara FootPrints®.
The company was going
through massive changes
and needed to adapt workflows and processes on a continuous
basis. Fast and smooth implementation of ITIL was successfully
completed within one year.
“Since we followed the ITIL framework, we’ve found that
strategically we’ve seen a number of benefits, notably having
more manageable, streamlined processes throughout the
business. That does not mean it’s an easy path to follow. New
processes and changing processes are an adjustment for
everyone. That is changing the way people work and can be
difficult when you are also trying to manage the day job. But
the benefits in the long run will far outweigh the extra time
investment spent upfront,” says Alex Barelle, IT Service Delivery
Manager for Robert Wiseman Dairies.
Should have gone to...
Specsavers, the world’s
largest independent optical
retailer, has also rolled
out Numara FootPrints as
its service management
solution of choice to
complement a major
expansion plan around the world, while transforming the way
its service desk manages calls. It needed a new solution that
was ITIL-verified and would improve the service level it offers to
stores. Specsavers now has different Service Level Agreements
(SLAs) for different priorities of calls and is now regularly filling
99 percent of its targets.
Case Study: ITIL in actionWith ITIL having originated in Europe, through the UK
Government’s Central Computer and Telecommunications Agency
in the mid-1980s, European adoption of ITIL is more mature than
in the US and Asia, though adoption, certainly in both the public
and private sectors in the US, has seen significant growth. Many
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IS organisations have planned programs to improve their service
management. Several have used ITIL guidelines as a starting point.
This case study focuses on a midsize Dutch IS organisation.
It has more than 300 IS staff, started its two-year program in
2001 and has spent around 2.6 million euros on it. Expenditure
includes external resources like training and consulting, software
licences for service management tools and internal costs such
as staff costs directly associated with the program. The company
recouped its investment within the first 12 months and benefited
from a stream of less quantitative returns during the second year.
Problem
The company, and thus the IS organisation, had grown through
a series of acquisitions. As a result, processes were inconsistent
and fragmented, making stable, reliable and consistent service
delivery impossible. Multiple tools from different vendors were
performing the same function — but at least tools were deployed.
The organisation was not starting from scratch and the company
expected to grow in the future, but the processes and ways of
working used in 2001 simply could not accommodate growth.
Objective
The intent was to become a best practice service delivery group,
able to compete favourably on price and performance with
external service providers.
Approach
The whole program was dealt with as a substantial change
management program. The company recognised that service
management is about people and behavioural change. Although
tools and process definition played a large part in the work and
took most of the investment, they were not the focal point of
the program. The IS management team chose to use ITIL as
the starting point for the process work that was at the heart
of the change program. Managers decided early on to use
external consultants. However, they believed that using suitably
trained internal staff — where possible, experienced in the ITIL
methodology — to make changes was critical to success. It
forced the organisation to take responsibility for the change itself
and encouraged buy-in from the staff. The company used Pink
Elephant for ITIL training and process re-engineering.
Results/Benefits
The program has been perceived as a success by IS and
executive management, because it achieved the very broad goals
it was given, and has allowed the company to grow.
Benefits
Tangible effects on revenue and costs:
• A saving of just under 3.5 million euros a year (approximately
7 percent of IS operating costs) as a direct result of improved
asset management — that is, through the identification of
unused or under-utilised resources like software licences. This
represented about 90 percent of the tangible savings formally
identified to date.
• Improved productivity, in terms of the number of customers
each member of staff can support.
• Before the change, fewer than 5 percent of incidents were
recognised as a known problem, with a known resolution. Now,
more than 30 percent of incidents have a known resolution,
reducing incident handling times. Half are solved in less than 1
hour and 80 percent within 24 hours.
• The IS organisation is now billing around 1 million euros
(approximately 2 percent of total billings) for services that were
being delivered but were not being charged for.
Intangible effects on revenue and costs:
• Improved service levels.
• Higher customer satisfaction rating (up from 6.8 to 7.6 out
of 10).
• Improved relationships with customers.
• Much better reporting to IS and customer management.
• Improved IS staff satisfaction.
• Much better control over the infrastructure, resulting in better
reliability, availability and predictability.
Critical Success Factors/Lessons Learned
• Measure performance before making changes. Many
companies miss this stage out, yet demonstrating a tangible
return is very important.
• Take time up front to define the future vision and involve
everyone.
• Focus on improving asset management early.
• Focus on customer facing processes first.
• Treat the service management initiative as a program of change.
• Try to find a Program Manager who has been through this
change already, or at least have someone senior with this
experience on the team.
• Build a strong case for change.
• Gain executive-level support. This proved to be a critical part of
this company’s success.
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• Continue to train staff and communicate with them as the
program progresses, so everyone knows what is going on.
Like many service management programs, early benefits come
from improved asset management, consolidation, standardisation
and improved management of incidents. Benefits from later
stages of the transformation come from improved reliability and
service quality. But these benefits can take two years to start
making a substantive difference. This company is now feeling
those benefits.
6. Are you in the ITIL fast lane?ITIL essentially re-engineers
the services provided by IT
departments from the perspective
of their customers, eliminating
unnecessary duplication of effort
and presenting a consistent
service offering to end-users.
Adopting and enforcing an
enterprise architecture together
with ITIL can make a large dent in
IT spending of up to 30 percent
when it is fully deployed.
If you’re considering ITIL or have
already launched down the ITIL
path, you don’t really need to worry about whether it works.
It does. According to Alan McCarthy, Director at Pink Elephant,
there are three clear benefits from adopting ITIL:
• Reduced cost.
• Reduce risk of downtime.
• An increased customer service ethos i.e. keeping your clients
happy.
“Understanding the knock-on effect of process change and poor
change management is important. Take the example of a travel
company. One Friday evening, an IT engineer makes a minor
change to an IT system and thinks nothing of it. The next day, the
knock-on effect of that unlogged and unmanaged change causes
the system to crash, which means no-one can book anything
online for four hours. Guess what? The unforgiving customer goes
somewhere else, to another website where change has been
managed effectively and the systems are up and running.”
“It is all about getting good processes in place to make things
more efficient. The processes are the important bits. You do need
a tool that increases the efficiency. However, the mistake people
make is they’ll buy a tool and think it will magically solve their
problems, but what a tool will do is automate processes. So if you
had a bad process, a tool will simply automate it,” says McCarthy.
The slicker your IT operations, the quicker you can react. If an
organisation is in acquisition mode, it is much easier to integrate
and influence if it is following best practice. Also, if you’ve got
good processes, you can measure a lot better and you can see
how much things cost.
Essentially, ITIL is a driver of return on investment, examples of
which include avoiding the high cost of redundant infrastructure
investments; reducing costs through idle capacity identification
and re-allocation; identifying vendor credits and rebates; saving
money on IT infrastructure maintenance renewals; proactive
performance or capacity problem forecasting; and increased
network uptime and its associated increase in user productivity.
The following lessons are important:
• Only if you can break away from the 80:20 rule will your IT
department truly prove its worth to the business.
• It is good practice to cherry-pick the best bits from service
management best practices – ITIL, Six Sigma, Cobit – rather
than rigidly following one framework.
• Change Management is a good ITIL starting point.
• Don’t forget the human factor. When well executed, ITIL
can focus an IT organisation on business strategy. But ITIL’s
processes are only effective if your staff adopt them.
• A key concept of ITIL V3 is Continual Service Improvement
– how are you going to improve what you’ve already got?
Your attitude should be, “Let’s try and make a continual
improvement by looking for waste and inefficiencies and
making a thorough process of it.”
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“ ITILismeanttokeepyoubetweenthekerbsoftheroad.Peoplespendwaytoomuchtimecreatingcomplexdiagramsinsteadofunder-standingtheprocessesandhowbesttoapplythem.
“BrentStahlheberCIO, The Auto Club Group
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About Numara SoftwareServing over 50,000 customer sites worldwide, Numara Software
is a global leader in providing practical software solutions for
service management to IT professionals. From a single technician
running a help desk to 1000 technicians managing a complex
service desk, IT organizations of all sizes trust our award-winning
solutions, featuring Numara Track-It! and Numara FootPrints, to
track requests, automate workflows and support internal and
external customers.
Unlike other complex, difficult-to-implement, and costly products,
we offer robust, affordable and easy-to-use solutions that can be
quickly deployed without disruption to your business. Our flexible
solutions can be implemented right out of the box or configured
to match your unique IT environment and business processes.
They can also be leveraged to support non-IT operations, such
as human resources and facilities, allowing you to optimize your
investments in licensing, maintenance, training, and support.
We’re passionate about helping people successfully manage their
IT environments. Find out how we can help you by visiting: www.
numarasoftware.com.
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