This post is a little bit different because today is a special day for me… my latest book got published! (first on Mobipocket as an eBook, but it will show up on Amazon soon enough as a paperback).
Reason why I am writing here about it, is twofold:
- Of course I am proud about this book – and this one even has my face on the cover so the pressure was even higher than normally!!
- The subject is dear to me, and I will tell you why:
I have been in the IT Service Management industry for more than 12 years now (coming from an internal auditing and quality background) and it has always surprised and amazed me how many IT Managers, IT Directors, CIO’s and even Project Managers still view ITIL Service Management implementation on par with technology projects.
I don’t get it… ITIL is a framework! It is not a piece of software that you install, nor is it a technology that needs to be deployed. It is at its core organizational change – it is about changing the way people perform certain tasks so that you can improve (increase?) the level of control and management of the IT Service Delivery.
Students who have been in my classes have heard me say this over and over again: “defining the process is the easy bit: you can do that on a Friday afternoon while drinking a bottle of red”… It is the actual adoption of the processes in the real environment, and by real people which makes it challenging and interesting. And this is the reason why it takes a lot longer! The tangible deliverable of an ITIL implementation project will be a nice, pretty set of process documentation (with associated procedures and work instructions), and probably one or more new tools and applications to work with. But the intangible deliverables are new or updated processes with new activity steps that people really use, and that help to achieve the company’s goals.
It is the intangible part that takes a lot longer! And it is this intangible part that makes ITIL Service Management to valuable to the business! This is the bit that makes the IT organisation a more valued partner at the discussion table, a peer to the other departments in the organisation and a strategic asset to the company. Not the pretty documents or the tools that have been implemented along the way!…
Food for thought? Exactly! And that is why I wrote this book…