In comparison with the effectiveness and efficiency of IT operations before ITIL implementation, the non-existence of some of the process workflows, policies, guidelines and performance measurement resulted in the lack of overall IT planning and monitoring. Non-establishment of proper documented process workflows also lead to heterogeneous ways of doing things such as implementing IT changes, resolving incidents and requests, also tracking control of IT issues and concerns.
As for the existing processes already in place, refurbishment was done in the area of alignment with business objectives, organisational impact and increase users' expectations. One of the enhancements was done through the new approach and format of developing the service level agreement between IT and other departmental users. The SLAs were developed in line with the Service Catalog A and B, the list of services offered to the users based on the corporate objectives and business requirements. The users were also deeply involved during the interactive SLAs review sessions and discussions.
How have all the stakeholders responded to the project?
We believe people are one of the main important factors to tackle when it comes to implementing new changes. We expected the difference in their responses, hence the project implementation was done by involving the stakeholders in as much affecting areas as possible.
To implement the initiative and promote cultural change, a review on the IT organisational roles and responsibilities was conducted. This review mapped the service management roles and processes with the team primarily performing the function, and resulted in a restructure of the IT organisation. The relocation of IT team was endorsed and supported by the management and staff of IT. The business users group was also made known to the changes through a series of communication programmes.
To ensure that the internal IT staff was familiar with the ITIL processes, the management sent 30 key IT personnel for ITIL V3 training with certification examination. Process Owners, Process Managers and project team members have been identified for each of the ITIL processes. A series of awareness and communication programmes have been carried out throughout the implementation of the ITIL project. Transfer of Knowledge (TOK) has also been given to the rest of the IT staff.
By exposing and educating them with ITIL concept and framework, then imposing the implementation changes on their daily operational roles and responsibilities, their response and acceptance towards the change is manageable and positively reacted.
What key areas would you advise new companies must tackle or put in place, if they are considering a similar move?
Successful ITSM implementation relies on the integration of people, process, technology and information components. Well trained people are needed, armed with the right information to execute well-defined, technology-enabled processes to deliver high quality services to the business functions they support.
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