The more I read, and the older I get, the more focused I become on results. At the end of the day, people care about outcomes, and are less picky about the path we take to achieve them.
Many of the success stories about ITIL are really success stories about the culture of CSI. You'll see a common thread among them.
Establish clarity around goals and objectives first...do tools later (perhaps MUCH later)
Get quick wins to build momentum
Focus as much on the organizational change as on the tools
Be willing to win a little at a time to win a lot in the long run.
Get better every day...not every 6-month review
As I counsel my clients, resist the temptation for large-scale CMMI Level 1 - 3 moonshots and focus on establish real commitment to CSI.
Do you have established processes, including written policies, procedures, and process owners?
If not, what are the 2-3 most important things to get started?
- Clear goals and objectives
- Accountable, empowered owners
- Reliable Metrics
Don't try to implement all the processes at once. Focus on processes and services that will optimize the value and help you achieve quick wins...Incident, Change, and Request Fulfillment come to mind as great places to start.
BTW, RF is consistently underrated (maybe because it doesn't make any vendors rich)...spending time making "routine service requests" really routine, for you and your users, is enormously beneficial.
Start small to win big!
Subscribe to:
Post Comments (Atom)
Hello,
ReplyDeletei fully agree the particular processes are not that important as the constant improvement is. You need to transfer the spirit of CSI, which makes all changes in the organisation run. And with this changing your are able to implement each process or service you want!
But in environments where constant change and improvement is not common it is also difficult to implement/improve processes.
This really comes down to the culture of the organisation! How to bring a resistent organisation into a changing/improving mood - that's the challenge!
Regards
Martin