ITIL V3 is the most widely adopted guidance for IT service management worldwide. ITIL v2 was heavily process-focused. In contrast, ITIL v3 is centred on a service lifecycle approach to help IT departments focus on providing business value.
Most organisations today rely upon IT to enable them to achieve their goals.
Organizations use IT to:
- Revolutionize the way they operate, communicate and do business
- Develop and innovate, gain market advantage and differentiate themselves to their end customers
- Drive increased productivity and efficiency, improve business processes, make cost savings, and increase sales and growth
- Communicate with a larger, more global marketplace.
Many companies are now looking at the ITIL framework as a cost-effective methodology for streamlining processes and improving productivity in the enterprise, as well as for IT Service Management. And because the IT Infrastructure Library is simply a set of practices, there are no direct costs for adoption, although users do need to invest in ITIL training and ITIL-compatible software for services like automation and tracking.
Service management is a planned and conscious means of building and managing your support structure to meet business and service objectives – moving from chaos to control, from fire-fighting to fusion.
What are the real benefits of service management?
The real benefit of ITSM and ITIL is that it forces an organisation to develop a ‘service model’ – i.e. a clear definition of the structure, constraints, objectives and operational capabilities of its support operation. This helps to move the organisation forward from simply an evolved or ‘organic’ structure.
Let’s see what ITIL provides – procedure, a method for handling all work. Where procedure comes into play, performance is likely to become more consistent because jobs are dealt with in a similar way. This consistency means that fewer issues are likely to slip through the cracks, because some of those cracks simply will not be there after the adoption of considered practices, processes and procedures.
- To implement consistent delivery
- Improved quality and efficiency
- Reduced cost of failure
- Increased business productivity, efficiency and effectiveness
- Reduced risk to the business
- More effective change management
- Greater visibility of services
- Improved management and accountability/auditability
- Improved communications
- Improved user and customer satisfaction with IT
- Improved end-customer perception and brand image.
- To ensure ‘best practice’
- IT aligned to the business
Until now, the assertion that ITIL provides quality and best practice has never been scientifically tested. However, it is clear that for a company to adopt ITIL, it commonly requires a major commitment to changes in practices, re-skilling of staff and considerable expense. This raises the issue as to whether this outlay can be expected to produce a return, and what the might be nature of that return.
Despite all the processes mentioned in ITIL, it remains incomplete. Adopting companies found a need to add other processes beyond those described in the ITIL literature.
- Customer Relationship
- Customer Relationship Management
- User Development
- Internal Staff Development
- Customer Management
- Centralised Service Desk
- Release Management
- Customer Satisfaction Monitoring via online survey
- Improved communications internally and with users
- Quality Customer Surveys
- Staff Training and Development
- Customer Satisfaction Measurement
- Solutions Delivery – new product creation and delivery
- Staff Development
- Infrastructure Management and consolidation of data