the ‘how’ of itil® white paper - · pdf filethe six-stage csi approach as...

PinkElephantBeverlyParker-ManagementConsultant

SkillsAssessmentDiscussionDocument

The‘How’OfITIL®WhitePaper

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The‘How”ofITIL-WhitePaper06.09.17

TableofContents

The‘How’OfITIL.........................................................................................................................2Executivesummary......................................................................................................................................2Adopt&AdaptWithTheGuidingPrinciples................................................................................................2FocusOnValue.............................................................................................................................................3DesignForExperience..................................................................................................................................3

StartWhereYouAre...................................................................................................................4WorkHolistically...........................................................................................................................................4ProgressIteratively.......................................................................................................................................4ObserveDirectly...........................................................................................................................................5BeTransparent.............................................................................................................................................5Collaborate...................................................................................................................................................5KeepItSimple...............................................................................................................................................5

UseTheContinualServiceImprovement(CSI)Approach.............................................................6WhatIsTheVision?......................................................................................................................................6WhereAreWeNow?....................................................................................................................................6WhereDoWeWantToBe?.........................................................................................................................6HowDoWeGetThere?................................................................................................................................6DidWeGetThere?.......................................................................................................................................6HowDoWeKeepTheMomentumGoing?..................................................................................................7MeasurementIsEssential............................................................................................................................7

Cascades&Hierarchies...............................................................................................................7

Assessments&Reporting............................................................................................................8Don’tForgetThePeopleSide.......................................................................................................................8Clear&RelevantObjectives.........................................................................................................................8StrongCommittedLeadership......................................................................................................................8Willing&PreparedParticipants...................................................................................................................9SustainedImprovements.............................................................................................................................9Communicate,Communicate,Communicate..............................................................................................9Timing&FrequencyMatter.........................................................................................................................9Two-WayCommunication............................................................................................................................9DifferentMethods......................................................................................................................................10ActionsSpeakLouderThanWords.............................................................................................................10

BringingItAllTogether.............................................................................................................10

AboutPinkElephant.................................................................................................................11GlobalFootprint.........................................................................................................................................11AboutTheAuthor:......................................................................................................................................11

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The‘How’OfITIL

Executivesummary

YourorganisationhasbegunitsITILjourney.YouhaveinvestedineducationsopeopleunderstandwhatthisthingcalledITILisallabout,andperhapssomehavegonebeyondtheFoundationleveltodigdeeperintothisframeworkofprocesses.Thereseemstobesomereallygoodstuffhere,butthequestioneveryonehasis:“Justhowdowegoaboutimplementingthisinyourorganisation?”

Thisisthesamequestionthathasbeenaskedoverandoveragain.ForaslongasITILhasbeenaround,ithasbeenpromotedasaframeworkforwhatyouneedtodo,buttheguidanceforhowtodoitwasn’treallythere.Atleast,thatwasthecaseuntilthereleaseoftheITILPractitionerGuidancebookin2016.

SuccessfullyimplementingtheITILprocessesrequiresmorethansimplydesigningorredesigningprocessesaccordingtotheITILguidance.Theremustalsobeaclearunderstandingofadditionalaspectsoftheinitiativesuchas;theimplicationsfortheorganisation;astructuredapproachfortheimplementationandthemeasurementsneeded;aplanformanagingthepeoplesideofthechanges;andthe‘what’,‘when’and‘how’ofappropriatecommunicationwiththestakeholders.

Adopt&AdaptWithTheGuidingPrinciples

TheITILframework,asoutlinedinthefivecorebooks,describestheServiceLifecycleencompassing26processesandfourfunctionsandisrecognisedasabestpracticeforITServiceManagement(ITSM).Itisimportanttokeepinmindthattheimplementationofpartoralloftheguidanceisuniquewithineachorganisation.

TheintentbehindtheITILguidancehasneverbeenforanorganisationtoimplementthepracticesasdocumentedinthebooks,butratherthatitshouldbeadoptedandthenadaptedtofittheneedsoftheorganisation.

First,anorganisationmustadoptandembraceaservicemindsetandculture,onethatiscustomer-orientedandfocusedonvaluedeliverytoitscustomersratherthanthetraditionaltechnology-focusedorganisationofthepast.

Second,itisimperativethattheorganisationdoesnotviewtheITILbooksasinstructionmanualsbutratherasbestpracticeguidancethathasunderpinnedthesuccessofmanyITorganisationsaroundtheworld.Theseorganisationshaveadaptedtheguidancetofittheirday-to-daypracticesforthedeliveryofITservicestotheircustomers.Adaptingthesepracticesmeanschoosingtheelementsthatwillhelptoimprovetheirabilitytodelivervaluethroughservicesthatfacilitatethedesiredbusinessoutcomes,modifyingthoseelementsasneeded,andperhapsevenignoringsomeoftheelementsthatdon’tapply.Choosewhatworksforyou!

Thesuccessfuladoptionofaservice-orientedmindsetandimplementationofITILpracticessuitedtoanorganisation’sneedscanbefacilitatedbyembracingthenineguidingprinciplesoutlinedinthePractitionerbook.Theseprinciplesshouldbeappliedwhetheryouareundertakingastrategicservicemanagementinitiativesuchas;theimplementationofITILpracticesacrosstheorganisation;orlookingforsomeoperationalimprovements,andwhetheryouarealargeorasmallorganisation,andregardlessoftheindustrysectorinwhichyouoperate.

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FocusOnValue

Thisprincipleembodiesthecoreofservicedelivery–itsvalueasdefinedbythecustomeroftheservice.SowhatdoesthismeanforyourITorganisation?Itmeansthateverythingyoudomustinsomewaycontributetothevalueexpectedbyyourcustomers.Thisincludestheprocessesyouutilise,theinfrastructurethatsupportstheservices,improvementstothoseprocessesandservices,aswellastheimplementationofITILpractices.DialogwithcustomersisessentialifyouaregoingtotrulyunderstandwhattheyvalueintheirITservices.Thisgoesbeyondthespecificfunctionalrequirementsandshouldincludequestionstoclarifythebusinessoutcomesthecustomerisseeking,what’smostimportanttothem,andtheirpreferencesandperceptionsregardingtheservicesandtheprocessesthatsupportthoseservices.Gettingtoknowyourcustomersatadeeperlevel,beyondsimplytheirtechnologyneeds,willhelpensureyourservicemanagementimprovementinitiativesarefocusedonvalue.

DesignForExperience

Inadditiontofocusingonthevalueofyourservicesandprocesses,youmustalsoconsidertheend-to-endexperienceofboththecustomersandtheendusersasthisisthebasisoftheiroverallsatisfaction.Asaproviderorganisation,youmustbeabletostepintotheshoesofyourcustomersandusersinordertounderstandtheirexperiencewithyourservices.Lookforthetouchpointswithyourcustomersandusersandtheexperiencesthatestablishtheir‘momentsoftruth’.Itisn’tsimplyaboutaspecificpieceofhardwareorsoftware;butthecombinationoftechnology,processesandpeoplethatultimatelydeliverstheend-to-endexperience.Lookholisticallyatwhathappensandidentifywheretheimpactisnegativeorrepresentsapainpoint.Whatareyourcustomerssayingtoyouabouttheservices?Whataretheendusersexpressingintermsofthingsthatfrustratethem?Theseshouldbeatthetopofyourlistofimprovementsoryourservicemanagementinitiative.

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StartWhereYouAreRarelyisitnecessarytoscratcheverythingyouarecurrentlydoinginfavourofacompleteoverhaul.Therearelikelytobesomepracticesthatmayonlyneedminorimprovementtoachieveahighervalueproposition.Lookobjectivelyatyourcurrentpracticestoseewhatcanbeleveragedasastartingpointorfoundationforimprovementinordertoreducetheamountofefforttoreachadesiredfuturestate.

Also,considerotherinitiativesthatareunderwayinwhichspecificimprovementsmightbeincluded.Thiswillhelpensuresimilarworkstreamsremaincomplementarytoeachother.

Leveragingwhatworkstoday–whatiscurrentlyfitforpurposeandfitforuse–canfacilitatetheadoptionofnewormodifiedpractices.Successwillultimatelydependuponeffectiveorganisationalchangemanagementthataddressesthepeoplesideofchange,asnotedlaterinthispaper.

WorkHolistically

WhetheryouareplanningtheimplementationofITILpracticesorsmallerimprovementinitiatives,keepinmindthatyouneedtoconsidertheentirevaluechain,notsimplytheindividualparts.ThedeliveryofITservicesrequiresmanydifferentelementsthatspandifferentareasoftheITorganisationandanimprovementinoneareaislikelytotouchothers.

Workingholisticallyrequiresnotonlyrecognitionofthedifferentparts–thepeople,processes,productsandpartners–butalsoanunderstandingoftheirrelationships,dependenciesandinterfaces.Aholisticapproachtoimprovementwillalsobedependentupongoodcollaboration–anotherguidingprinciple–acrosstheentireITorganisation.

ProgressIteratively

Notonlywillyouwanttoremembertostartwhereyouare,butalsokeepinmindthatyouneednottackleeverythingatonce.Plantheinitiativeinsmaller,moremanageableeffortsformoretimelyexecutionandtherealisationofvaluesoonerthanmightbepossiblewithonelargeinitiative.

Smallerimprovementscanbeeasiertoimplementandeasierforstafftoadopt.Therewilllikelybelessresistancetosmallerincrementalchangeswhichcanhelptobuildasenseofaccomplishmentandconfidence.Whenscopingtheseinitiativesremembertofocusonthevalueproposition–whateveryouplanmustinsomewaydelivergreatervaluetoyourcustomers.

ProgressingiterativelymirrorstheprinciplesofLeanIT,theAgilemethodologyandDevOps.Allofwhichadvocateanapproachofsmaller,incrementaleffortsinordertodelivervaluesoonerandfaster.

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ObserveDirectly

Whilemeasurementsbasedondatawillcertainlybeessentialforyourinitiatives,dataisnotasubstituteforfirst-handobservation.Wheneverpossible,youshouldobservewhatishappeningandcombinethiswiththedata.Datawillnotnecessarilypresenttheentirepicture,thustheneedfordirectobservation.

ThisisanotherkeyprincipleofLeanmethodologies;youmustgotowheretheworkisdone,referredtoasa‘Gembawalk’,talkwiththepeoplewhodothework;ask‘why’touncoverthereasoningbehindtheworkbeingdone.Theycangiveyounotonlythemostaccurateunderstandingofthecurrentstate,butrecommendationsforimprovementsaswell.

Berespectfulofpeople’stimewhileobserving,andpracticeactivelisteningtoclarifyunderstanding.Engagingwithstaffinthiswaycanhelptocreateasenseoftrustwhichwillfostergreatercooperationastheinitiativesproceed.

BeTransparent

Shareinformationasearlyandasoftenaspossibletomakepeopleawareofwhatishappening,whyit’shappening,andhow.Thiswillhelppreventspeculation,assumptionsandrumors,andcanhelplowerresistancetothechanges.ItwillalsohelptocreateasenseofurgencyasnotedbyJohnKotterinhiseightstepsformanagingchange.

UtiliseITIL’sconceptoftheCSIregistertomakepeopleawareoftheimprovementsbymakingitvisibletoeveryone.Plantoaddresstheneedsofstaffandmanagementwithappropriate,timelycommunications,andremembertoalsocommunicateaccomplishmentsalongtheway.

Collaborate

Collaboration–gettingtherightpeopleinvolvedintherightwayattherighttime–willresultinbetterbuy-inforyourinitiativesandimprovethelikelihoodofsuccess.Cooperationandcollaborationwithafocusonsharedgoalscanensuredifferentperspectivesandinsightsareconsideredandaddressed.

IdentifythedifferentstakeholdergroupsthatspannotonlytheITorganisationbutalsocustomers,usersandevensuppliers.Recognisethatnotallstakeholderswillneedtobeengagedatthesamelevelofdetail,soscopingthecollaborationbasedupontheinterestinorimpactoftheinitiativeshouldbetakenintoaccount.

Effectivecollaborationwillhelptoensuresupportamongthestakeholdergroups,ultimatelyleadingtohigherchancesofadoptionandsuccess.

KeepItSimple

Strivetokeepthingsassimpleaspossible.Ifactivitiesprovidenorealvalue,theneliminatethem.Iftheyarenecessary,forexampletoensurecompliancywithlegalorregulatoryrequirements,thenlookforwaystostreamlinebyremovingorsimplifyingsteps.Eliminateunnecessarybureaucracyandcreatesimpleproceduresorworkinstructions.

Collaborationwithothers,creativethinkingandchallengingthe‘oldways’ofdoingthingscanoftenresultinsimplerwaysofcarryingoutthework.Intheend,everyonebenefits.

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UseTheContinualServiceImprovement(CSI)ApproachThesix-stageCSIApproachasdocumentedintheITILCSIpublicationprovidesastructuredapproachformanagingtheimplementationofITILpracticesoranyothertypeofimprovementinitiative.ByembracingtheconceptsofthePlan-Do-Check-Act(PDCA)cycle,thisapproachensuresimprovementsarealignedtothestrategicvisionoftheorganisationandthevaluepropositionforyourcustomers.

WhatIsTheVision?

Beforebeginninganytypeofinitiative,it’scriticaltoensureitalignstotheoverallvision,goalsandobjectivesoftheITorganisationandsubsequentlytothoseofthebusiness.Creatingavisionfortheinitiativewillhelpincommunicatingitsdirectionandpurposetothestakeholdersandthevaluethatisexpectedfromit.

WhereAreWeNow?

Whileitmaybetemptingtomoveforwardwithimprovements,thecurrentstatemustfirstbeestablishedasastartingpoint.Performinganassessmentofthecurrentpracticeswillenabletheprovidertomoreclearlydefinethedesiredfuturestateandwillestablishthebaselineforlatercomparisonfollowingtheimplementationoftheimprovements.

WhereDoWeWantToBe?

Establishingfuturemeasurabletargetsafterassessingthecurrentsituationallowsforagapanalysistoidentifytheappropriateobjectivesandspecificimprovementsthatwillmovetheorganisationtowardthefuturestate.Thiswillfacilitatetheidentificationofappropriatecriticalsuccessfactorsandkeyperformanceindicators(KPIs)alignedtotheoverallvision,goalsandobjectivesfortheinitiative,andwillaidintheprioritisationoftheimprovements.

HowDoWeGetThere?

Aplanforimplementingtheimprovementsidentifiedinthepreviousstagecannowbedefinedandexecuted.Remembertoconsidertheguidingprinciplesasyoubegintheplanningandifappropriate,incorporateprojectmanagementapproachesformanaginglargerinitiatives.Also,keepinmindthatbreakinglargerinitiativesintosmalleronescanhelplowerresistance,increaseadoptionandleadtomoresuccessfulchange.Effectivecommunicationandongoingstakeholdermanagementarecriticalpriortoandthroughouttheimplementationoftheimprovements.Measurementsdefinedforthefuturestateshouldbeusedduringtheimplementationtoensureprogressintherightdirectionisbeingmadeandtoenablecorrectiveactionsifneeded.

DidWeGetThere?

Usingthemeasurementsdefinedpreviouslyalongwithinputfromthestakeholders,youcannowdetermineifthedefinedfuturestatewasachieved.Abenefitsrealisationreviewcanbecarriedouttoconfirmachievementoforatleastprogresstowardthenewstate.Presenttheresultstothestakeholdersandconfirmthattheexpectedvaluehasactuallybeenrealised.

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HowDoWeKeepTheMomentumGoing?

Asnotedearlier,thePDCAcycleisthebasisforcontinualimprovementandtheCSIapproachmeansyoukeepgoing.Whatcomesnext?Ifyoudidn’treachthedesiredfuturestatethenperhapsaseconditerationisneeded,orperhapsyouarereadytomoveontoadifferentinitiative.Youmustalsoensurethebenefitsreceivedasaresultofthisinitiativearenotlostovertime.Itiscommonforpeopletoslipbackintotheoldwayofworking,thusnegatingtheeffortputintotheimprovementinitiative.Embedthenewpracticesintoyourculturebycontinuingtoreinforcetheiruse,measuringtheresultsandincludingthenewpracticesintrainingfornewstaff.

MeasurementIsEssential

WhilemostITorganisationsarefamiliarwithestablishingcriticalsuccessfactors(CSFs)andKPIsforday-to-daydeliveryofITservices,theseareequallyimportantforservicemanagementimprovementinitiatives.Creatingeffectivemeasurementsrequiresthoughtfulplanning.

Cascades&HierarchiesThecreationofappropriatemetricsforyourITILimplementationdependsuponaligningthemetricswithhigherlevelrequirements,goalsandstrategies.Thiscanbeaccomplishedthroughtheuseofacascadingorhierarchicalapproach.TheITIL-to-VisionMeasurementTrailisahierarchicalapproachfordefiningappropriatemeasurementsbystartingatthetopwiththevisionandmissionoftheorganisation,followedwithspecificgoalsandobjectivestosupportthevisionandmission.AsmallnumberofCSFscanbeidentifiedforeachgoalorobjective,withafewKPIsidentifiedforeachCSF.TheKPIsthenhelptodeterminethecorrectmetricsandmeasurements.Definetop-downandmeasurebottom-up.ThisapproachisparticularlyeffectivewhenimplementingITILprocesses.Additionalapproachestoconsiderareasfollows:

1. TheITComponent-to-ScorecardHierarchywhichfocusesonrollingcomponentmeasurementsupintoservicemeasurementsrepresentingthecustomer/userexperienceoftheITservices.TheseserviceresultsthenbecomepartofanITdashboardorbalancedscorecard.

2. TheBalancedScorecardapproach,developedbyRobertKaplanandDavidNortonforbusinesses,canalsobe

usedforITorganisationstodrivetherightmeasurements.Measurementsinthefourperspectives–customers,financial,internal,innovation–areessentialinachievingtheorganisation’sgoals,missionandvision.®

3. TheCOBIT5GoalsCascade,aframeworkforthegovernanceandmanagementofenterpriseIT,createsa

goalscascadethatisdrivenbytheneedsofthestakeholdersintheorganisation.EnterprisegoalscascadetoITgoalswhichinturncascadetoenablergoalsforservices,processes,technology,peopleandmore.MetricCategoriesGuidanceforestablishingthecorrectmetricsmustalsoincludeabalancedsetthatrepresentsdifferentperspectives.Inadditiontothecommonsetofmetricsfocusedonmeasuringthetechnology,processesandend-to-endservices,providersneedtoconsidermetricsfromtheperspectiveofprogress,compliance,effectivenessandefficiencyappropriateforthecurrentmaturityorstatusoftheprocesses.Additionalperspectivesincludeabalanceofleadingandtrailingmetricsrepresentingwhathasalreadybeenachieved,predictionsofwhatmightbeachievedinthefuture,andinside-outmetricsrepresentingtheinternalITviewandoutside-inmetricsrepresentingthecustomers’viewofIT.

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Assessments&ReportingAssessingyourorganisation’sexistingprocesseswillestablishthecurrentstate,servingasbaselinesatthestartofyourinitiative.Thebaselinescanthenbecomparedtothedesiredfuturestateinordertoperformagapanalysistoidentifyspecificprocessimprovements.

Whenplanninganassessmentitiscriticalthatthescopeisclearlyestablishedtoincludeonlywhatisneededtoachievetheintendedpurpose.Theassessmentcriteria,inotherwordstherightquestionsanddata,mustalsoalignwiththeassessment’sscopeandpurpose.

Whenreportingtheresultsofanassessment,animprovementinitiativeoreventheongoingmeasurementofprocessesandservices,striveforreportsthatdelivervaluefortheintendedrecipients.

Ensurethereisanagreeduponandunderstoodpurposeforthereport.Whatisthereasonforitscreationandwhatisexpectedtohappenoncethereportisread?Isthepurposetointervene,validateapreviousdecision,directactivitiestoreachatarget,orjustifyacourseofaction?

Reportsmustalsohaveaclearlyidentifiedtargetaudienceandbeformattedtomeettheneedsoftheaudience.Considerwhethertheaudienceprefersdatapresentedinchartsandgraphs,orwhethermoredetailedinformationisneeded.Reportspresentingthecorrectdatainthedesiredformatwilldelivergreatervaluetotheirintendedaudience.

Don’tForgetThePeopleSide

Failuretoproperlymanagethepeoplesideofyourinitiativeswillhaveasignificantimpactonyourabilitytosucceed.Infact,ignoringtheorganisationalchangemanagementaspectisoftencitedastheprimaryreasonforfailedservicemanagementinitiatives.Weareallcreaturesofhabitandwouldpreferthestatusquooverchange,sokeepthefollowinginmindasessentialelementstobeaddressed.

Clear&RelevantObjectives

ThesemustlinkdirectlybacktothevisionestablishedinthefirststageoftheCSIApproach.ObjectivesmustfocusoncustomervalueandbetiedtotheoverallvisionfortheinitiativeandoftheITorganisation.Plantocommunicatethevisionandtheobjectivesearlyandoften.

StrongCommittedLeadership

Sponsorswhowilladvocatefortheinitiativeandmaintainanactivepresencethroughouttheinitiativeareabsolutelyessential;thissendsaclearmessagethattheinitiativeisviewedasimportantbythoseinthehigherlevelsoftheorganisation.Day-to-dayleadershipisanotherimportantelementforsuccess,soidentifythosepeoplewhocanhelptodrivetheimprovementsyouareseeking.

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Willing&PreparedParticipants

Changingoldhabitsishardandnoteveryonewillbereadyandwillingtogetonboard.Resistanceistobeexpected,butcanbecounteredeffectivelywithplanningthatincludesaddressingthefearoftheunknownwitheffectivecommunication,recognitionthateveryonechangesattheirownpace,creatingasenseofurgency,andensuringteamsandindividualsunderstandwhat’sinitforthem.Preparepeopleforthechangebyestablishingclearrolesandresponsibilities,conductingrequiredtrainingusingmethodsthataddressdifferentlearningstyles,deliveringthetrainingattherighttime,andprovidingsupportaspeopletransitionfromtheoldwayofworkingtothenew.

SustainedImprovements

Oncetheimprovementshavebeenimplemented,reinforcementwillbeessentialtoensuretheyaresustainedoverthelongterm.Plantosolicitfeedbackfromthestakeholdersimpactedbytheinitiativeinordertodeterminethemostappropriatereinforcementtechniques.Commonlyusedreinforcementtechniquesoftenincluderewardandrecognitionforthosethatembracethechange;continuedcommunicationregardingthepercentageofstaffthathaveadoptedthechange;andtechniqueslikestorytellingtocontinuesharingthebenefitsoftheimprovements.

Communicate,Communicate,Communicate

InJohnKotter’sbookLeadingChange,hestressestheneedforrepetitioninordertoeffectivelytransferinformationthatwillstickwiththerecipients.Giventhevastamountofcommunicationdeliveredbye-mail,phone,chatmessages,duringmeetings,andpersonalconversationsonaweeklybasis,yourmessagesregardingyourchangeinitiativehavealotofcompetition.Communicationoftheinitiative’svisionandplansisessentialforsuccess,butitmustbedeliveredintherightformatfortherightaudienceattherighttime,anditmustbedeliveredrepeatedly.Puttogetheracommunicationplanthatwillclearlyidentifythedifferentaudiences;whatmessageseachneedstoreceiveandtheirpurpose;whenthemessagesneedtobedelivered,theirfrequencyandbywhom.

Timing&FrequencyMatter

Thetimingofthecommunicationneedstobeappropriateforthetargetaudience,nottoosoonandnottoolate.Thefrequencymayneedtoincreaseasyouneartheimplementationofyourimprovements.

Two-WayCommunication

Whiletheremaybesomemessagesthatcanbeeffectivelycommunicatedusingaone-wayapproach,two-waycommunicationallowsforinteractionbetweenthesenderandtherecipientsandanopportunitytoensureunderstandingbythosereceivingthemessages.Incorporateface-to-faceinteractionduringmeetingsandworkshops,anddecideonfeedbackmechanismsforlesspersonalformsofcommunication.

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DifferentMethods

E-mailistheleasteffectivemeansofcommunicationinusetoday,simplybecauseeveryoneisinundateddaily,sodon’trelyuponitastheonlymethod.Getcreative!Takeadvantageofdifferentmethodsforcommunicatingyourmessages.Youmayfindsomemethodsworkbestforcertainaudienceswhileothersdonot.Engageyourstakeholdergroupstoidentifypreferredcommunicationmethods.Consideryourorganisation’sintranetsiteorcompanynewsletter;createpostersasannouncementsandreminders;puttogetherafunvideothattellsastory;usesocialmediawhenappropriate.Lookforwaysthatwillresonatewiththerecipients,andcreatemessagesthatwilltouchboththeirheartsandtheirminds.Afterall,gettingpeopletoformanemotionalconnectiontothechangeisoneofthebestwaystogetthemonboard.

ActionsSpeakLouderThanWords

Communicationoccursnotonlythroughwordsbutalsothroughdeeds.Leaders,managersandothersinvolvedinthechangemustcontinuallydemonstratetheirsupportthroughtheiractionsandtheirbehaviors.

BringingItAllTogetherAnorganisationseekingtoimplementITILpracticesaspartoftheirservicemanagementjourneywillbewellservedbyconsideringthePractitionerguidanceaspartofitsplanning.RememberthatthefivecorebooksofITILofferbestpracticeguidancefor‘what’youneedtodo,whilethePractitionerbookoffersapathforthe‘how’aspectofyourinitiative.Greatersuccessispossiblewhenyourememberthefollowing:

§ Adoptandadapttheguidancetofityourneeds

§ Incorporatethenineguidingprinciplesinallyoudo

§ FollowtheCSIApproachtomanageyourimprovements

§ Identifyappropriatemetricsandmeasurements

§ Managethepeoplesideofyourinitiatives

§ Communicatetherightinformationattherighttimetotherightpeople

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AboutPinkElephantFrom our distinctive name to our vibrant, colourful logo, Pink Elephant’s extraordinary character is obvious. OuruniqueapproachtoprofessionalservicesandServiceManagementsolutionsisreputedworldwide.InitiallyasmallcompanymanagedandstaffedbystudentsattheUniversityofDelftintheNetherlandsintheirsparetime,PinkElephanthascomealongwaywithalmost30yearsofexistencetodate.Today, Pink Elephant boasts a global presence and a worldwide client base that consistently enjoys first-rate ITManagementserviceswherevertheymaybelocated.Pink’scredentialsstemfromanabundanceofsources,someofwhichincludeourkeyroleinthephenomenalsuccessoftheITIL®framework,withPinkElephantconsultantshavingplayedakeyroleinitsauthorship.Pink Elephant is the world leader in IT management best practices, specialising in helping organisations withtransformationandcontinualserviceimprovementprojectsinthefollowingareas:

§ ITServiceManagement(ITIL/SDI)&ISO/IEC20000§ SoftwareAssetManagement&ISO/IEC19770§ Security&ISO/IEC27001§ COBIT

Pink Elephant exists to optimise IT Services for our clients and, as a professional services organisation,weprovideConsulting,SupportandEducationServicesfororganisationsaroundtheworld.

GlobalFootprint

The image below represents the key Pink Elephant office locations around the globe from which we are able toprovideworldwidecoverage.Inadditiontotheselocationswehaveasmallselectionofpartnerswhichwecallonfor‘locallanguage’deliveries–particularlyinEuropeforlanguagessuchasItalian,FrenchandGerman.

AboutTheAuthor:

BeverlyisbasedinTorontoCanadaandcurrentlydeliversstandardandtailoredconsultingandeducationalservicestoPinkElephantclientstoassistthemintheirITSMprograms,focusingprimarilyontheimplementationandimprovementofprocessesaimedatdeliveringvaluetocustomers.ShecombinesherpassionfortrainingwiththehighestregardforcustomerserviceandrelationshipmanagementwhenengagingwithPinkElephant’sclients.

ITIL®isaregisteredtrademarkofAXELOSLimitedusedunderpermissionofAXELOSLimited.Allrightsreserved.COBIT®isatrademarkofISACA®registeredintheUnitedStatesandothercountries.

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ITIL®isaregisteredtrademarkofAXELOSLimitedusedunderpermissionofAXELOSLimited.Allrightsreserved.COBIT®isatrademarkofISACA®registeredintheUnitedStatesandothercountries.

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