Drivers, Barriers, Critical Success Factors To ITIL ...



Coventry UniversityDrivers, Barriers, Critical Success Factors To ITIL Including Service Design and Service StrategyTeam Paradigm3/3/201416687808890000 A summary of drivers, critical success factors and barriers using current examples, whilst also covering service design and service strategy. Contents TOC \o "1-3" \h \z \u What is ITIL? PAGEREF _Toc381700578 \h 2Drivers to ITIL PAGEREF _Toc381700579 \h 2Critical Success Factors PAGEREF _Toc381700580 \h 2Barriers to ITIL PAGEREF _Toc381700581 \h 3Service Strategy PAGEREF _Toc381700582 \h 3Service Design PAGEREF _Toc381700583 \h 4References PAGEREF _Toc381700584 \h 6What is ITIL?Information technology infrastructure library (ITIL) is a framework that helps deliver IT service management that helps streamline services between businesses and IT services. In 2011 a new V3 version of the framework was published by HM Government UK. There are many differences between the two versions although V3 of the publication has enriched its main processes.ITIL is widely used across the IT industry and many companies that we could identify with are, Barclays Bank, British Airways and The Ministry of Defence. ITIL is used because it streamlines services to achieve higher levels of customer satisfaction. Drivers to ITIL A driver in terms of ITIL is a factor or a reason for a company to use the ITIL framework. Other than being a widely adopted framework recognised by large key players in the industry such as Microsoft, IBM and HP; ITIL impacts businesses to manage major incidents and to control change. ITIL also forces staff to improve on service management thus improving on its service by focusing more on customers.Many drivers for ITIL are that it is a ‘tried and tested’ successful framework; it improves the level of service provided by a company whilst staying cost effective which is crucial for a business of any size. Reducing costs and improving profit margins are also drivers to why ITIL is implemented.In terms of implementing ITIL, it isn’t always used by businesses; many other organisations also use ITIL to achieve effective identification, planning, delivery and continual support for its IT services. One such example is University of Birmingham; an educational institute which needs to approximately support 45,000 users. Critical Success Factors Critical success factors can be considered as set targets or milestones in order to achieve the objective. The team must understand what their objectives are in order to achieve, thus resulting in critical success factors. They help a business measure how effective and successful the tasks they have performed have been in relation to their achievement of their business goals. There are usually a limited number of critical success factors identified which are strongly related to the mission and strategic goals of a business or project. For example if a retailing company’s objective is to lower costs of items for customers, the team may focus on sourcing raw material that is cheaper or to increase monthly set KPI’s (targets) for staff in the manufacturing department. Barriers to ITIL When delivering a service some barriers may become apparent such as not enough staff to address customers resulting in poor customer service. Whilst other situations can relate to cost of implementing ITIL the initial funds may not be there. Whilst these barriers are physical others may be virtual, legal or time based. Barriers may delay or hinder the process of tasks involved to complete a project which can result in slower progress being made. An example of this is Microsoft in relation to their ‘Lync’ software which allowed instant messaging, virtual conferencing and telephony across a unified platform for an enterprise. The product was re-launched after being renamed in 2003 and impossible to deploy due to its complexity. Microsoft evaluated the problems and continued to invest time and money to develop the “Lync” product. Service Strategy Service strategy is in place to assist in the management of services within a company, and to then help with how it will be executed and delivered to the company’s customers.Service strategy helps clarify the relationships between various services, systems or processes and the business models or objectives that they support.The service strategy processesFinancial management for IT servicesService portfolio managementDemand managementService Strategy is about the selection of services which a service provider will offer to its customers. Services are selected so that they:Provide value to customersEnable the Service Provider to deliver valueStay within cost restrictions which are outlined by the service provider.Stay within risk parameters which are considered acceptable by the Service ProviderProvides guidance on how to design, and implement service management as a strategic resource/asset.Sets out the guidelines for developing service management and processes throughout the company.Helps to set out and organise the planning process of how to do something before progression is made.Service Strategy should offer value to Service Providers and customers by:Ensuring that the services offered align with business objectives.Ensuring that the services they offer are likely to offer value for money.Ensuring that customers are receiving the service which they are paying for.Ensuring that the Service Provider is in a position to handle and manage the costs and risks associated with the services being offered.Service Design The main objective of the service design stage of ITIL can be defined as being the design of suitable and innovative IT services used by a company, this includes the architecture, process, and documentation of an IT service to meet current and future business requirements.ITIL states the importance of building quality IT services, processes, and other aspects of the Service Management for use within a company. The service design lifecycle phase is structured to support this construction of these aspects. The service design stage of the lifecycle starts with a set of new or altered business requirements, and ends with the development of a service solution designed to meet the objectives or needs of the business. This solution, once developed and passed to service transition is evaluated, built, tested and deployed with the new service objectives in mind.Other objectives include:Designing services to satisfy business objectives, based on the quality, compliance, risk involved and cost requirements of the company, also it wants to deliver more effective and efficient IT solutions and services aligned to business objectives.Design services that can be easily and efficiently developed and enhanced within appropriate timescales and costs.Design efficient and effective processes for the design, transition, operation and improvement of high quality IT services whilst also supporting tools, systems and information within the service.Design secure and robust IT infrastructures, environments, applications and data/information resources.Design measurement methods for assessing the effectiveness and efficiency of the design processes and their deliverables.Values to the organisation of service designAgreeing service targets across the whole organisation, ensuring critical business processes receive most attention.Measuring IT quality in these business terms, reporting what is relevant to users (e.g. customer satisfaction, business value)Appropriate mapping of the IT infrastructure to the business processesImproved quality of serviceImproved consistency of serviceEasier implementation of new or changed servicesImproved service alignmentMore effective service performanceImproved IT governanceMore effective service management and IT processImproved information and decision makingThe four P’s of service designITIL, in particular service design, is built primarily upon the four Ps. In order to deliver the benefits of service management and ITIL, these 4 Ps need to overlap each other, a popular belief is that 1 P will fix all the rest, and many organisations believe this is the product/service outcome. 36639513335000There has to be a balance of all 4 Ps to ensure the right mix for the appropriate design. Many designs, plans and projects fail through a lack of preparation and management. The implementation of ITIL service management as a practice is about preparing and planning the effective and efficient use of the four Ps.References Anon. (Anon). Critical Success Factors. Available: . Last accessed 5th November 2013.Microsoft. (2012). Microsoft And APHSA Research Paper. Available: . Last accessed 5th November 2013.Anon. (Anon). What Is End To End Trust. Available: . Last accessed 5th November 2013.axelos. (2014).?Service Management ITIL .?Available: . Last accessed 04/03/2014.Anon. (Anon). Installation And Configuration Guide. Available: . Last accessed 5th November 2013.Yvonne O’Byrne. (2014). UCISA ITIL Case Study on the University of. Available: . Last accessed 03/03/2014Vallerie Arraj. (2014). Best management practices. Available: . Last accessed 03/03/2014.Anon. (2014). Critical Success Factors. Available: . Last accessed 03/03/2014.Ucisa. ().?ITIL – Introducing service strategy.?Available: . Last accessed 4/3/14.Ucisa. ().?ITIL – Introducing service design.?Available: . Last accessed 4/3/14. ................
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