The buzzword around the office was ITIL and finally, towards the end of 2009, I signed up to find out what it was all about. Came back to the office with an ITIL Foundation V3 certificate (well, after a couple of weeks anyway).
The following year I tackled ‘Service Offerings and Agreements’ and I was all fired up to complete my Intermediate qualification.
Then reality set in.
IT projects galore and the pressure was on. The collective attitude was not receptive to discussions about ITIL. Comments like “we’re to busy for processes – we just have to get it done” and “documentation slows down our agile development capabilities” and “I don’t need to involve others, I know what needs to be done” were rife. In theory everyone agreed that there were several areas where we could improve and that ITIL could help guide us through developing new processes. In practice however, it was quickly put in the ‘too hard’ basket. In the meantime, the IT section is growing and the problems associated with immature or non-existent processes are simply magnified, for example it’s no longer possible to just shout across your section of the office and call that ‘advance notice’.
The hard part is knowing where to start. All the ITIL processes are interconnected – how to pick off (in bite size pieces) some low hanging ITIL fruit can be really tricky. And what might be right for my organisation, may be completely different for yours.
So, this is very much a practical approach – adopting and adapting ITIL (or sections of ITIL) to suit where we are right now. It’s probably not going to be acceptable to the ITIL purists but with small steps it will set us on the right path – the path of continual improvement.
I hope you enjoy following the journey – sharing the ups and downs, the successes and failures, the tips and resources and the conversations – as we introduce structure to a non-structured IT Service Management environment.