Lessons Learned Top 10 of implementing IT Service Management Tools

Looking around on social networks and using my own experience I have composed a Top 10 for those that want to select or implement a IT Service Management Tool. For some organisations it can be usefull to be aware that improving the efficiency of an IT organisation is not just being done by selecting a tool.

IT Service Management is mostly based upon processes that help you to deliver your products or services as a IT department. A characteristic of processes is that they consist of a collection of related and structured activities. Another one is that they produce a predefined output (based upon a predefined input….?).

Looking at the simple description above it seems quiet simple to lower cost and work more efficient: automate most of the activities and focus on your products and services. Why do many organisations purchase a Service Management Tool/Suite and why are they faced with less efficiency and more costs than expected? Let’s see the Top 10 of lessons Learned of implementing IS Service Management Tools.

1. Implementing a Service Management Tool is more then buying a software tool.

Implementing a Service Management Tool is more then buying a software tool ‘of the shelf’ and installing it on a server. Before buying a ‘recommended’ tool from a supplier you have to be aware of the following:

• what processes/activities do I want to automate/make more efficient, and WHY do I want to do this?
• looking at the processes/activities, which other information system/tool is involved with these processes? Do you want to integrate them in the new solution or does the new tool have to have some kind of (automated/manual) interface?
• what processes do I want to stay manual, because only a person can do it the best?
• how much money/effort is involved with the problem area’s how much efficiency do you expect to gain with introducing a new tool?
• what other criteria do you have for a new tool?

2. Implementing a Service Management Tool requires a full understanding of how your organisation operates.

Implementing a Service Management Tool requires a full understanding of how your organisation operates. Before starting an implementation or even a selection project get together the people that know, understand and have documented the process and activities that are required in your IT organisation. Together you can detail the inputs, activities and outputs needed for achieving business objectives and outcomes. This makes the business case for your selection and implementation project!

3. ITIL isn't an 'out-of-the-box' solution for your business problems.

Don’t think that IT Service Management according to ITIL is an ‘out of the box’ solution for your business problems. Before 'doing' ITIL you have to understand and think ITIL. ITIL is not an "implementation" that you can do once and then it works. ITIL is a complete change in the organisations culture and thinking. It is a commitment to the Continual Service Improvement of your products and services. Having the books only means that you have taken the first step.

4. ITIL requires a strong vision on management level.

Don’t make ITIL a thing of only the process managers. ITIL requires participation of everyone in your organization. If your organisation is strongly divided and the different teams do not seem to cooperate (and they have no intention to do so) then you first need to pay attention to that. No tool will solve internal conflicts if the conflicts are not recognized and the tool is an agreed way to solve the recognized problem. Implementing ITIL requires a strong vision and ambition on management level.

5. Keep focus on getting the processes right.

Keep the focus on getting the involved processes right. Any implementation of a tool should contribute to the desired process model, in order to deliver your products and services.

6. Don't blame failure (to implement) only on the toolset.

If the implementation of a IT Service Management Tool/Suite goes wrong then don’t blame it on the Toolset. Implementing an IT Service Management Tool requires in depth definitions of important ITSM toolset. If you have no clue of, for example, how you want to have your Service Knowledge Management System, or, as part of it, what you want to register in your Configuration Management System, then it is difficult to make a right implementation. Not because the tools doesn’t support it, but because you have no clue what you expected in the first way. So make first a business analysis and define the services, products and processes you want to improve. THEN select a tool and implement it.

7. You need more skills than only ITIL knowledge to implement ITIL.

Changing your organisation and implementing ITIL in a organisation requires more skills than just ITIL knowledge. Since it is a cultural change that touches every group and individual in your organisation you need a strong vision, lots of communication and strong leadership. Find or create the right Business Change Managers and divide the project in multiple projects in order to contain problems. Start with quick wins where you can show the benefits of the introduction (or improvement) of the New Way of Working (or something like that). Make people aware that the real improvement is, for example, collaboration and communication. The real change then might come out of your people, the organisation, as they start to believe that they can meet your objectives and see the benefits for them.

8. Implementing ITIL is not a project.

Implementing ITIL is not a project. Making the organisation ITIL aware is a project. By saying this I want to stress that ITIL is not a one thing issue. Implementing ITIL means that you introduce a way of working that always will have focus on Service Improvement and adopting processes to the environment. Implementing ITIL is never finished as you will always adopt your processes to new situations, the big benefit is that you do it on a controlled way, and not on a ad-hoc basis.

9. If it's too good to be true......

Don’t believe vendors that promise you an ‘out of the box’ solution. Most of the times vendors over promise the benefit their tools will have to your business. They simple forget to stress the limitations or the adoptions that have to be made to the tool or your organisation. If someone offers you a solution that sounds too good to be true……it probably is too good to be true.

10. Align the service management tool with your business processes.

Don’t align your business process with your service management tool. Your business is leading and is your vision on how to be of use for your clients. A service management tool just has to fit in your organisation and provide the information that is needed to manage and control your business. Don’t forget to put the business alignment in your specs too!

This article has also been published on The ITIL Weblog.