IT Service Management (ITIL) Advice

TFT12 VIRTUAL ITSM CONFERENCE

noreply@blogger.com (Unknown) — Wed, 05 Dec 2012 12:13:00 +0000

ITIL OUTSOURCING

noreply@blogger.com (Unknown) — Fri, 01 Jun 2012 18:54:00 +0000

ITIL outsourcing rarely, if ever, works for several reasons but mainly because vendors have little or no resources with the requisite knowledge and experience to successfully deliver what the customer needs. Further, the cost constraints of outsourcing agreements lead only to vendors acquiring low-cost, barely qualified resources to meet staffing requirements. After all, the outsourcers is in business to make a profit.

IT Managers would do well to remember that profit comes from keeping costs down. One of the biggest overhead costs for IT outsourcers is labor.

High quality does not equal low cost.

Finally an ITIL article that begins to address real concerns.

noreply@blogger.com (Unknown) — Sat, 10 Mar 2012 20:02:00 +0000

http://t.co/VAnMkyKD

ITIL QUESTION OF THE DAY?

noreply@blogger.com (Unknown) — Wed, 07 Dec 2011 18:50:00 +0000

What is the future of ITIL?

Post your comments here...

How to Keep ITIL Project Momentum

noreply@blogger.com (Unknown) — Wed, 09 Nov 2011 21:47:00 +0000

Here's the quick and dirty from a consultant's perspective:

Establish specific and realistic goals with milestones

Don't get too ambitious

Identify project sponsors with skin in the game

Create awareness of project objectives

Identify and achieve project quick wins

Provide context for the project

Teach rather than do

Consultants, often out of frustration with organizational culture and politics, wind up completing the entire project themselves. I've seen this happen so many times. It is mostly due to the lack of leadership or clearly defined project roles and responsibilities from the client organization. Instead of providing advice and guiding a customer, the consultant will take over the detailed project tasks just to be able to complete a project and move on.

Rather than this, the consultant should play the role of advisor, providing guidance to the client throughout the project lifecycle. At times, the consultant will lead the team through various workshops and exercises as a learning tool but the consultant should never take over the project. Our jobs as consultants should be to teach the organization how to keep going long after we've left. This message should be clear from the outset of the project and should be reiterated thought the entire project.

Create a team of capable and willing participants

There is nothing worse than trying to move a project forward with the wrong team members. This would include team members who haven't a clue what the project is about and have nothing to contribute as well as those who are able but who resist change at every turn with constant complaints or excuses.

In short, if the project is important (as every project worth doing should be) be sure to carefully select core team members who are both willing and able to contribute to the success of the project.

Set regular face to face meetings with team members

With advancements in modern technology, distributed or remote project teams are becoming the norm. This allows for an organization to reduce costs and leverage the expertise of individuals at different locations around the globe. The downside, of course, is what is lost when there is little or no face to face communication. Face to face communication is essential when building project momentum. It makes it easier for team members to feed off of the energy and ideas of others.

Besides setting regular meetings, our recommendation would be that whenever possible, assemble all team members together in a room for the duration of the project phase. This facilitates idea generation and problem solving and keeps the project on track.

Break the project down into bite size mini projects or phases

This is important to prevent the project from seeming like never ending drudgery. If at all possible, it's also a good idea to try to replace a few of the core team members at the beginning of each new phase. This prevents burn-out and brings a fresh perspective. Have you ever tried to maintain excitement for a project that lasts more than 3 or 4 months?

Don't do projects that have no benefit to the organization

This is the hardest of all for consultants to follow because, after all, we're in business to make money. However, there is no way to win on a project that has no clear benefits to the organization. How do you measure success? Who determines whether the project was worthwhile? Most importantly, these types of projects are the prime candidates for loss of momentum. After a while, every loses interest because it becomes evident that there is no greater purpose. Everyone eventually realizes that it is a waste of time, money and resources.

Lastly, the consultant's reputation may be jeopardized by their involvement in a meaningless project. A consultant most valuable assest is always his/her integrity. This should not be bought and sold for any sum of money.

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