People often use the term ITIL Lite. What does this actually mean? This phrase is used to describe a way to reap the benefits of ITIL without having to make difficult decisions and sacrifices. ITIL-Lite, in this sense is a shortcut that is used when an organization is unable (or believes it isn't able) get the necessary buy-in to implement best practices as described in the Library.
The following scenario is common in most cases: Someone (usually a middle-level manager) within an organization who has attained some ITIL certification (usually Foundation), has the realization that Service Management is the way forward. A grandiose implementation plan is often created because of a lack of sufficient knowledge. It is hard to argue against Service Management's "common sense".
Everything looks good on paper; IT finally has a solution.
If the project was launched as a single project, it's likely that the realization occurs that people aren't always open to change just because it is right. ITIL may look great on paper, but it is "really just theory" that doesn't work in complex organizations. Oder, perhaps "our IT organization" is unique.
The brilliant idea of ITIL-Lite emerged somewhere in the chaos that unplanned organizational changes can create. All hope of an ITIL-Lite application is gone.
This genius is created as a compromise between the theoretical ideals and the "ITIL training courses manchester Methodology" in "uniqueness multilayered complexity" of the IT company in question.
It is possible to skip the hard work and discipline required to realize the benefits of Service Management without compromising the quality of the end result. This is not best practice. Because it is proven, best practice is the best. It's not based on theory or conjecture, but the actual examples of those who worked hard to achieve the goals, get buy-in and deliver the promised value to the organization.
They realized it was impossible to skip certain activities or levels of maturity for the sake of expediency, and still achieve the same quality.
Practically speaking, you cannot cherry-pick the best elements of best practice. It doesn't work this way, but eventually it becomes obvious. ITIL is an integrated model. Every activity and every process flow has purpose and thought. Organizations who try to implement a plan without sufficient planning often learn this lesson the hard way.
Oft, the "improvement of quality" or "increased worth" are not realized. It is because it wasn't clear why the process was done. Nobody knew exactly where you would end up. This is the most well-known case of ITIL "just for ITIL." This undertaking has no explicit objective.
If you don’t know where your destination is, you can go anywhere. This is where most companies end up. The disappointment can have far-reaching consequences after all the hype, effort, cost, and time involved in such an undertaking. The greatest risk is losing faith in ITSM as an effective and realistic set best practices.
The consensus is that Service Management doesn't work well for most organizations. In the coming weeks, I'll continue to examine the causes and implications of these issues for IT organisations as well as for Management Consulting professionals.
These will be the topics for follow-up:
* Inadequacy of management buy in
* Process implementation pitfalls
* No knowledge of internal implementation
* Mistrust of consultants
* Not aware of the limitations of the knowledge of most consultants
* ITIL just for the sake ITIL
* Inability to distinguish Best Practice from Practice
Post je objavljen 07.07.2021. u 18:57 sati.