IT Service Management ITIL

Standards do serve a purpose, but standards without an eye towards what an organization truly needs to achieve are far less impactful.  We see it all the time- an organization implementing ITIL without taking into account the success factors that we know are essential, which include taking into consideration critical organizational components. We see implementing ITIL as something more than an IT challenge– it also is a process, organizational and change challenge as well. As such, our ITIL approach accounts for organizational, communications, and program management aspects, in addition to ITIL’s 14 service areas. In a PROJILITY ITIL implementation, you’ll see these success factors woven in to our approaches:

  • Governance: Governance board and charter should be established early in program initiation
  • Tailored processes: Each process should document steps and decisions that are unique to the organization
  • Organizational Buy-in: Communication plan will promote buy-in and commitment to IT transformation and ITIL processes; Leaders within the organization actively promote the effort and empower employees to move the effort forward
  • Effective project/program management: project schedule developed early in program initiation and updated weekly. Implement risk, issue, and quality assurance program

At PROJILITY we view ITIL as the standards to which the organization must be designed. The implementation of ITIL is iterative, customized, and requires constant revision and improvement. Our approach includes:

  • Determining a baseline to discern gaps between ITIL best practices and current state operations.
  • Building tools and frameworks necessary to effectively implement selected ITIL elements and validate and test process design
  • Implementing ITIL processes and functions and maintain, monitor, and continuously improve ITSM

Key Outcomes

  • Rapid adoption of customized ITIL standards
  • Enables successful Implementation: fosters effective and efficient execution by codifying strategic direction and linking activities and resources to strategic priorities
  • Secures ownership:  collaborative methodology solidifies stakeholder buy-in
  • Enables Visibility of underlying factors affecting performance