Best Practice:

1. Proven best practices used by many top private and public companies that delivered results
2. It gives a good structure for the organisation as far as development of processes and procedures.
3. Proven best practices used by many top private and public companies that delivered results
4. It gives a good structure for the organisation as far as development of processes and procedures.
5. Best Practice
6. A foundation against which to measure
7. The framework is there, it is best practice, you can talk to others about their experiences as it is now widespread.
   Management can be more easily convinced to support you.
8. Alignment to business need

Consistency:

1. Consistency in the use of processes and procedures.
2. Consistency
3. Providing a consistent service that can improve in quality over time.
4. To bring consistency to a diverse IT environment

Standardisation/Common terminology:

1. Common terminology and definition of processes and functions is the primary success factor.
   If the international IT industry uses the same ITIL definitions, the world would be a less complex place
2. Standardisation
3. Getting everyone talking a common language
4. Everyone using the ITIL terminology
5. Adaption of common terminology

User Benefits:

1. Cost savings
2. Reduce data duplication and redundancy
3. Improve process understanding
4. Demonstrate to business the benefits of user pays
5. Effective aid-tools supporting specific different type of processes in organisations
6. Improved service delivery to our clients
7. Having a framework with which to easily identify gaps
8. When there are benefits for all parties concerned. And that after implementation,
   it is of business value to the organisation.
9. Increased assurance is provided to the business that processes are in place to give
   an efficient and business focussed IT Service
10. Better tracking, increased customer service, management control quality product and services
11. Increased knowledge on the processes and systems across departments and offices
12. Increased moral and better adaptation to change
13. No need to re-invent the process flow
14. Building on existing practices rather than starting anew

Comprehensiveness:

1. Uncomplicated processes
2. Comprehensiveness
3. Relatively easy to understand
4. Understanding what your services are
5. ITIL describes very well the relationship between processes and brings an
   organisational focus to the work of individuals

These are Critical Success Factors recommendations to improve ITIL’s success:

Organisational issues:

1. Ability of an organisation to compromise and accept standards
2. Support from upper management
3. Establishing culture of service management
4. Buy in and tailoring Support from senior management/CIO
5. Management support from the top
6. There must be a real, communicatable vision with the realistic timeframes set.
   A organisational change management program is essential
7. Buy-in from the business and management is a critical success factor in implementing ITIL.
   The business also has to be willing to embrace change and possess a holistic view of
   the benefits to be gained over the long term, not just immediate.
8. Organisation mind, executive purpose, business process improvement and business systemize etc.
9. Even if ITIL was made out of Best Practices, it is not the best solution.
   We need to consider our situation and purpose,
   then change ITIL in a suitable way and apply it to our organisation.
10. CEO’s Interest, ITIL training and ITIL organisation

People Issues:

1. Management and staff belief in ITIL vision
2. Understanding how the framework can be applied to your business and getting people on board
3. Training for all/most IT staff
4. Less staff
5. Change our mind of IT Service and persuade customers.
6. Manager’s strong will
7. Improve staff mobility
8. Effective leadership and desire for improvement is fundamental
9. Everyone agreeing to implement across all areas of the Organization.

Others:

1. Flexibility
2. Required budget available
3. Plan that provides regular stream of wins during implementation
4. Repeatability
5. Monitoring the performance of processes
6. Reviewing and improving
7. Ability to build and maintain configuration database
8. Building a reasonable cost model
9. Repeatability
10. Process improvement
11. Evangelise
12. Do it better/ Do it cheaper
13. CSF of putting the procedures of ITIL into place is that the ability to evaluate the impact on the cost decreased and to provide stable IT service to business area.
14. Well awareness of ITIL
15. Continuity

What do you perceive as the major issues of ITIL?

Implementation Process:

1. Early stages of implementation, not enough data to make judgment.
2. It is very complex and difficult to explain to the beginning person
3. Overwhelming detail-understanding where to start
4. Implementing the change
5. Implementation

Costs Issues:

1. Major issues with the expense of the material put out by the organisation.
2. Upfront costs to implement
3. Most SMEs can’ afford the resource
4. Cost of time required for formal ITIL training

Technology and Business Issues:

1. Lack of systems support
2. Need to keep up with technology and business developments.

People Issues:

1. Dealing with the people issue
2. Change management of staffs
3. People’s inability(behaviour) to treat a new method as a formula or recipe and prescribe it- if anything fails.
4. Implementation and internal culture
5. Cultural acceptance

Language/Terminology:

1. Language issues (very texty)
2. Language-can be hard to establish
3. Terminology change for our organisation

Others:

1. To-date, the major issue for me is that the marketing of the service management & service
   delivery processes has been so effective that people do not realise that ITIL extends from
   business right across to infrastructure management. Many people/organisations think that
   the 10/11 sm & sd processes are all ITIL is.
2. Configuration database as help tool in Change Management-huge piece of work and not easy to scale
3. ITIL works because we all sing from the same hymn sheet.
4. Don’t tinker with it
5. Experience within the industry
6. For large organisations, it is a relatively slow change because of the size

What do you perceive as the Success Factors of applying ITIL?

1.  Proven best practices used by many top private and public companies that delivered results
2. It gives a good structure for the organisation as far as development of processes and procedures.
3. Increased knowledge on the processes and systems across departments and offices.
4. Consistency in the use of processes and procedures.
5. Better tracking, increased customer service, management control quality product and services
6. Increased moral and better adaptation to change.
7. Alignment to business need
8. Flexibility
9. Management and staff belief in ITIL vision
10. Required budget available
11. Plan that provides regular stream of wins during implementation
12. Building on existing practices rather than starting anew
13. Common terminology and definition of processes and functions is the primary success factor. If the international IT industry uses the same ITIL definitions, the world would be a less complex place
14. Repeatability
15. Uncomplicated processes
16. No need to re-invent the process flow
17. Good base information
18. Clearly defining the processes
19. Monitoring the performance of processes
20. Reviewing and improving
21. Standardisation
22. Comprehensiveness
23. Relatively easy to understand
24. Adaption of common terminology
25. Ability of an organisation to compromise and accept standards
26. Support from upper management
27. Establishing culture of service management
28. Ability to build and maintain configuration database
29. Understanding what your services are
30. Building a reasonable cost model
31. Best Practice
32. Repeatability
33. Consistency
34. Understanding how the framework can be applied to your business and getting people on board
35. Reduce data duplication and redundancy
36. Improve process understanding
37. A foundation against which to measure
38. Buy in and tailoring Support from senior management/CIO
39. Training for all/most IT staff
40. Evangelise
41. Demonstrate to business the benefits of user pays
42. Do it better/ Do it cheaper
43. Less staff
44. Management support from the top
45. Effective leadership and desire for improvement is fundamental
46. There must be a real, communicatable vision with the realistic timeframes set.
    A organisational change management program is essential
47. From my experience, buy-in from the business and management is a critical success factor in
    implementing ITIL. The business also has to be willing to embrace change and possess a holistic
    view of the benefits to be gained over the long term, not just immediate.
48. The framework is there, it is best practice, you can talk to others about their experiences as it is
    now widespread. Management can be more easily convinced to support you.
49. Effective aid-tools supporting specific different type of processes in organisations
50. Organisation mind, executive purpose, business process improvement and business systemize etc.
51. CSF of putting the procedures of ITIL into place is that the ability to evaluate the impact on
    the cost decreased and to provide stable IT service to business area.
52. Even if ITIL was made out of Best Practices, it is not the best solution. We need to consider our
    situation and purpose, then change ITIL in a suitable way and apply it to our organisation.
53. Change our mind of IT Service and persuade customers.
54. CEO’s Interest, ITIL training and ITIL organisation
55. Well awareness of ITIL
56. Manager’s strong will
57. To bring consistency to a diverse IT environment
58. Improve staff mobility
59. Improved service delivery to our clients
60. Getting everyone talking a common language
61. Having a framework with which to easily identify gaps.
62. Everyone using the ITIL terminology
63. Everyone agreeing to implement across all areas of the University.
64. When there are benefits for all parties concerned. And that after implementation, it is of business value to the organisation.
65. Providing a consistent service that can improve in quality over time.
66. Process improvement
67. Cost savings
68. Continuity
69. Increased assurance is provided to the business that processes are in place to give an efficient and business focussed IT Service.
70. ITIL describes very well the relationship between processes and brings an organisational focus to the work of individuals

Major Issues of ITIL?

1. It is very complex and difficult to explain to the beginning person
2. Major issues with the expense of the material put out by the organisation.
3. Implementing the change
4. Implementation
5. Experience within the industry
6. For my organisation, it is the relatively slow change because of our size
7. To-date, the major issue for me is that the marketing of the service management & service delivery processes has been so effective that people do not realise that ITIL extends from business right across to infrastructure management. Many people/organisations think that the 10/11 sm & sd processes are all ITIL is.
8. Lack of systems support
9. Need to keep up with technology and business developments.
10. Dealing with the people issue
11. Upfront costs to implement
12. Change management of staffs
13. Language issues (very texty)
14. Overwhelming detail-understanding where to start
15. Configuration database as help tool in Change Management-huge piece of work and not easy to scale
16. Language-can be hard to establish
17. People’s inability(behaviour) to treat a new method as a formula or recipe and prescribe it- if anything fails.
18. Terminology change for our organisation
19. Most SMEs can’ afford the resource
20. Implementation and internal culture
21. ITIL works because we all sing from the same hymn sheet.
22. Don’t tinker with it
23. Cultural acceptance
24. Cost of time required for formal ITIL training