An intressting article on sucessfull ITIL implementations


Another Monday – another week of studies. The focus of this week is to get the written assignment as close to finished as possible. I’ve gattered all my data, had a few formal and informal interviews with managers at the organization I’m investing but I’m still waiting for the longer, structured, interview with the head of the IT division.

I’ve already analysed most of the data and come to most of the conclusions but I would like to get my views confirmed before I hand in the report.
Since the organization I research have an outspoken ambition to implement ITIL and I’ve already started to look at articles about successfully implementing ITIL in general and Service Strategy in particular. I found a somewhat interesting article written by Malcolm Blumberg, Aileen Cater-Steel, Mohammad Mehdi Rajaeian and Jeffrey Soar called Effective organisational change to achieve successful ITIL implementation. Though their research focuses on the socio-technical systems (STS), something I haven’t quite grasped yet, it’s interesting to study their lessons learned. In their study they conclude that “the ITIL implementation was found to require greater effort to be applied to the people component of the STS, followed by process, technology and structure components”. In my experience any successful and effective change – organizational and technical – requires the support and authorization of the people effected by the change; changes are not implemented by formal documents but by discussions and interactions between people.

Weekly summery


Another week of studies completed! This week turned out to be quite productive compared to the last one. I spend the week with my wife in Greve in Chianti, a beautiful Italian village in the Tuscany region. Though we spend most of the time tasting different Italian specialities and drinking magnificent Chianti Classico wines I spend every morning down by the pool with my laptop and the course literature.

I finished reading “Benefits Realization Management – A Practice Guide” which have brought a lot of insights on strategic management. Most of what’s written in the textbook is common sense but it’s always good to have a framework to build upon. I don’t believe I’ve ever worked within an organization that focused on benefits in the way the BRM framework defines it and especially not within an organization where benefit realization have been holistically planned and managed. At least not to the extent that allows lower level management and specialists to clearly see how organizational benefits relate to the activities they undertake – this gap needs to be filled.

Benefit tracking and the related examples and templates in the textbook have provided some inspiration for visualisation and to how to emphasize benefits. For me, this primarily relates to the sustain stage of the life cycle where I, in the role of a operations manager, is given tools to visualise and emphasize when realized benefits risk being forfeit and the invested resources lost. With disruptive technology – sophisticated requirements on security, integrity, continuity and assurance – combined with budgets as my primarily antagonist I need effective weapons to influence senior management.

One of the most intriguing enlightens of this week was listening to Anand Swaminathan on the PMI podcast Projectified™. How do we build an organizational culture that embrace change after change after change. With disruptive technology and rapid changes in customer and employee expectations, how do we reinvent our self as an organization without getting completely lost.

What did you learn this week? Got any feedback? Please leave a comment!