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Although ITIL provides a comprehensive set of practices, the service management sets, i.e., service support and service delivery, are by far the most widely used, circulated, and understood ITIL publications. Clive Longbottom of Quocirca explains that ITIL in itself is not a product it can be best regarded as a set of best practices built upon knowledge of previous attempts of doing specific IT processes as well as how tools can automate and expedite these processes (Source: ITIL - It's Really Important, Like..., August 14,
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2006, Clive Longbottom, Quocirca, IT Analysis). Disabato emphasizes that ITIL comprises best practices and not standards (Source: The IT Infrastructure Library: A Service Perspective, September 16, 2005, C. Michael Disabato, Burton Group). According to Enterprise Strategy Group, ITIL is a framework that has lots of associated supposed best practices that can be used to create Information Technology Service Management (ITSM). It is not intended to be the answer, but a center of common guidelines for overall ITSM and a host of best practices with the idea that one might share in the benefits of someone elses work (Source: Understanding ITIL (IT Infrastructure Library) and ITSM (IT Service Management), August 2006, Steve Duplessie, Enterprise Strategy Group). ITIL was developed as a set of practices in the UK during late 1980s and early 1990s, primarily as guidelines for the public sector. However, large private companies soon realized that there was value in adopting the main ITIL processes (Source: ITIL - It's Really Important, Like..., August 14, 2006, Clive Longbottom, Quocirca, IT Analysis). Datamonitor agrees that ITIL was developed in recognition of organizations growing dependency on IT to meet the corporate goals and business needs (Source: ITIL Initiatives Require Process Reengineering, Says Datamonitor, May 30, 2006, Datamonitor, Tekrati).
Benefits of ITIL
Clive Longbottom states that ITIL is important. He reasons that ITIL is based on plenty of empirical research in both the public and private sector, examining the effectiveness of various processes. It distils all of this into a set of common processes that a company can follow extensively or use as baselines for its own processes (Source: ITIL - It's Really Important, Like..., August 14, 2006, Clive Longbottom, Quocirca, IT Analysis) Michael Disabato gives the following reasons why enterprises need ITIL: ITIL aligns IT with enterprise business requirements ITIL focuses on customers perspective ITIL transforms IT from technology culture to service culture
(Source: The IT Infrastructure Library: A Service Perspective, September 16, 2005, C. Michael Disabato, Burton Group) According to Forrester, ITIL best practices can help enterprise IT groups to manage internal change in a better manner by focusing on preparation, benefits to affected personnel, and user involvement. Forresters Thomas Mendel estimates that, enterprises can expect to realize 20-30% operations cost savings as result of the efficiencies gained from ITIL adoption (Source: Business Service Management Required for Successful ITIL Adoption; Independent Research Firm tightly links BSM and ITIL Best Practices during recent Webcast, February 21, 2006, Forrester Research, Find Articles). Enterprise Management Associates believes that the promises of a successful ITIL implementation are among the holy grails of ITSM. These promises include the following: Improved operational efficiency Reduced risk from change
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Faster problem resolution times Lower cost of IT services Better alignment between IT and the business
(Source: Mercury ITIL Foundation: Mapping ITIL To The Real World, July 2006, Enterprise Management Associates).
Drivers of ITIL
Clive Longbottom opines that ITIL has matured over the past two years. He believes that it is mainly due to the acceptance by the vendor community that commonality of approach to basic IT processes is a good thing (Source: ITIL - It's Really Important, Like..., August 14, 2006, Clive Longbottom, Quocirca, IT Analysis) According to Burton Group, the requirement for a proactive service environment which minimizes infrastructure failures is driving the adoption of the ITIL processes (Source: The IT Infrastructure Library: Supporting the Service Chain, Burton Group). Research undertaken by Datamonitor on the global enterprise adoption of ITIL initiatives reveals that mergers and acquisitions (M&A) are a principal catalyst driving enterprise ITIL-based implementations. Datamonitor reasons that corporate restructuring, which follows most M&A activities makes process changes inevitable and organizations consider service management - the public face of IT, as a reachable place to begin such changes (Source: ITIL Initiatives Require Process Reengineering, Says Datamonitor, May 30, 2006, Datamonitor, Tekrati).
ITIL Adoption
IT research firm Computer Economics observes that tracking the number of ITIL certifications on a yearly basis is a good way to measure the adoption of ITIL. In October 2005, EXIN International, ITILs leading international certification organization, had administered approximately 170,000 ITIL certifications globally. The number of vendors that are showing interest in ITIL is reflective of the increased adoption of ITIL. The increased number of vendors exhibiting at The IT Services Management Forum (itSMF) 2005 USA Conference and Expo, which was held in Chicago in September 2005, indicated that many major vendors expect ITIL to be widely accepted in the US. Products and services that have long been a mainstay in the IT shops are now being marketed as ITIL-based or ITIL-compliant (Source: ITIL Adoption: 2006 Could be Watershed Year in U.S., October 2005, Computer Economics). Over 500 registrants for a webinar conducted in February 2006 featuring Thomas Mendel from Forrester Research, validated that the ITIL adoption topic is on the top-of-mind for many enterprises today. In fact, according to Forrester Research, ITIL adoption by global companies with revenues greater than USD 1 billion has increased from 13 percent in 2005 to 20 percent in 2006, and this number is projected to increase to 60-70 percent by 2008 (Source: Business Service Management Required for Successful ITIL Adoption; Independent Research Firm tightly links BSM and ITIL Best Practices during recent Webcast, February 21, 2006, Forrester Research, Find Articles)
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According to an IT management consulting report supported by BMC Software, ITIL adoption rate is currently over 35 percent. Ken Turbitt of BMC maintains that the adoption rate was definitely higher than expected. He adds, This proves ITIL really has become the de-facto standard. (Source: ITIL gains momentum, December 05, 2006, Ken Turbitt, BMC Software, IT Week). Research conducted by Freeform Dynamics revealed an interesting correlation which depicts that those in the market for IT support systems seem to place more emphasis on best practices such as ITIL than those who are currently not investing. There are probably two factors behind this, which are as follows: Organizations implementing ITIL or similar practices are more likely to uncover shortcomings in existing systems or identify a new systems requirement, which in turn drives them to prioritize investments. In the current market, whenever an organization starts looking at new systems, for whatever reason, they immediately run into a vendor community that puts ITIL compliance high on the list of selling points for their products. Dale Vile from Freeform Dynamics reasons that if one speaks to few vendors and all of them talk about ITIL, then there is a higher probability that one will end up adding ITIL to their list of selection criteria.
(Source: Taking ITIL mainstream, 15th August, 2006, Dale Vile, Freeform Dynamics, IT Analysis)
(Source: ITIL Adoption: 2006 Could be Watershed Year in U.S., October 2005, Computer Economics)
Only six percent of the respondents indicated that their organization has adopted ITIL best practices to help manage at least one IT service discipline. About 12 percent of the companies polled indicated that they are
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currently in the implementation process. Another 16 percent were researching the benefits of ITIL, while 11 percent indicated that they have no plans for it as yet. However, over 50 percent of the respondents indicated that they had not even heard of ITIL. Computer Economics believes that this clearly shows that advocates of ITIL still have much work to do in delivering their message to IT management in the US (Source: ITIL Adoption: 2006 Could be Watershed Year in U.S., October 2005, Computer Economics).
(Source: IT Service Management Isn't Easy, November 21, 2006, IT Business Edge)
preparing ITIL business justifications that covers the long-term benefits of implementation (Source: Firms Must Take ITIL Beyond IT Operational Goals, March 14, 2006, Forrester Research). According to Enterprise Management Associates, ITIL is just a starting point, its true value is realized only when it is applied with a thorough understanding of the business and a flexible set of tools for process implementation (Source: Mercury ITIL Foundation: Mapping ITIL To The Real World, July 2006, Enterprise Management Associates).
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Implementation Challenges
Jasmine Noel, an analyst with Ptak, Noel & Associates, comments that, ITIL has become the global standard of best practices in IT service, but it is not implemented without challenge. (Source: CA ACCELERATES MAINSTREAM ADOPTION OF ITIL, June 28, 2006, Ptak, Noel & Associates, CA) The attendees of the itSMF, Australia conference highlighted that, It isn't easy to implement ITIL or other efforts to improve IT services. The respondents cited the rapidly changing nature of IT goals and inherent complexity of service improvement as key challenges (Source: IT Service Management Isn't Easy, November 21, 2006, IT Business Edge). Tony Baer of Datamonitor agrees that the key challenges associated with ITIL are cultural and political resistance Cultural, because it attempts to drive people away from ingrained habits and political, because when processes are modified, responsibility, and authority may shift to different groups or entities on the organizational chart (Source: ITIL Part of 'Fresh Start' for Many Companies, June 09, 2006, Tony Baer, Datamonitor, IT Business Edge). Chip Gliedman of Forrester adds that the decision to adopt a formal process model for IT service management, such as the ITIL model, often seems to require a leap of faith (Source: ITIL Simulators Demonstrate The Value Of Process Models, September 01, 2006, Forrester Research).
Other Challenges
According to an IT management consulting report supported by BMC Software, in cases where IT directors are not deploying ITIL, the barriers to adoption often lie outside the IT department. According to a survey supported by BMC, over two-third of those who have not deployed ITIL said that increased awareness of ITIL outside the IT function, increased budget, and greater board level support were needed to eliminate the barriers to adoption (Source: ITIL gains momentum, December 05, 2006, BMC Software, IT Week). According to Dale Vile from Freeform Dynamics, one of the biggest challenges with ITIL is its accessibility for smaller organizations. Small organizations (less than 200 employees), who are poised for growth (and could actually benefit significantly from introducing an element of best practices), do not see the relevance of ITIL (Source: Taking ITIL mainstream, August 15, 2006, Dale Vile, Freeform Dynamics, IT Analysis). James Governor from RedMonk believes that along with bulkiness of content, cost is a significant barrier in the ITIL adoption (Source: ITIL needs to lower its prices: On standards and barriers to entry, March 13, 2006, James Governer (Blog), RedMonk).The Australian branch of the itSMF agrees that the most common investments for ITIL are hiring outside consultants and in-house resources devoted to process design and definition. Many organizations also spend additional funds on automation tools, such as configuration management databases or monitoring systems. Many Australian organizations that have fully implemented ITIL are already reported to have spent more than USD 77,960 (Source: ITIL Projects Can Be Costly, November 27, 2006, IT Business Edge).
Future of ITIL
According to Dale Vile, The bottom line is that IT service delivery best practices are destined for widespread adoption, but my own feeling is that beyond the current enterprise and public sector adopters, it will not be in the form of ITIL as it currently stands. As the two trends play outnamely the evolution of ITIL to make it more accessible to a broader audience, and the incorporation of best practice principles into tools and software packageswe will see incarnations of best practice frameworks and guidelines that are
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far less daunting than the ones available today. (Source: Taking ITIL mainstream, August 15, 2006, Freeform Dynamics, IT Analysis) Forrester forecasts that widespread adoption of ITIL will continue through 2008; at that point, ITIL will be set to become the de-facto best practice service delivery standard methodology that every IT department will have to adhere to (Source: ITIL: Why it Matters, July 2006, Forrester, Computer World).
Consensus Opinion
Based on the different viewpoints of analysts, we believe that ITIL is poised for significant growth in the future. However, given the various perspectives on the challenges of ITIL adoption, we believe that the structure and content of the library is likely to undergo change. We also believe that in future, as technology continues to enable an increasing number of mid-sized businesses, the adoption of ITIL among this segment will also show significant growth.
References
Axios Systems Provides ITIL-Based Service Desk Management For Larger Enterprises, February 17, 2006, Forrester Business Service Management Required for Successful ITIL Adoption; Independent Research Firm tightly links BSM and ITIL Best Practices during recent Webcast, February 21, 2006, Forrester Research, Find Articles CA ACCELERATES MAINSTREAM ADOPTION OF ITIL, June 28, 2006, Ptak, Noel & Associates, CA Firms Must Take ITIL Beyond IT Operational Goals, March 14, 2006, Forrester IT Infrastructure Library (ITIL), ITIL
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IT Service Management Isn't Easy, November 21, 2006, IT Business Edge ITIL - It's Really Important, Like..., August 14, 2006, Clive Longbottom, Quocirca, IT Analysis ITIL Adoption: 2006 Could be Watershed Year in U.S., October 2005, Computer Economics ITIL gains momentum, December 05, 2006, Ken Turbitt, BMC Software, IT Week ITIL helps Asian companies keep pace with growth, October 20, 2006, Network World Asia ITIL Initiatives Require Process Reengineering, Says Datamonitor, May 30, 2006, Datamonitor, Tekrati ITIL needs to lower its prices: On standards and barriers to entry, March 13, 2006, James Governer (Blog), RedMonk ITIL Part of 'Fresh Start' for Many Companies, June 09, 2006, Tony Baer, Datamonitor, IT Business Edge ITIL Projects Can Be Costly, November 27, 2006, IT Business Edge ITIL Simulators Demonstrate The Value Of Process Models, September 01, 2006, Forrester ITIL: 4 Experts Share Keys to Success, July 31, 2006, Ed Holub, Gartner, Baseline ITIL: Why it Matters, July 2006, Forrester, Computer World ITIL's Final Breakthrough: From 'What' to 'How', August 25, 2004, Forrester, cio.com ITIL's Never-Ending Journey: Now It's India, March 18, 2005, Robert McNeill, Forrester Mercury ITIL Foundation: Mapping ITIL To The Real World, July 2006, Enterprise Management Associates Not All ITIL Processes Are Created Equal, March 16, 2005, Forrester Taking ITIL mainstream, 15th August, 2006, Dale Vile, Freeform Dynamics, IT Analysis The IT Infrastructure Library: A Service Perspective, September 16, 2005, C. Michael Disabato, Burton Group The IT Infrastructure Library: Supporting the Service Chain, Burton Group Twin-track ITIL under threat, warns analyst firm, November 21, 2006, Gartner, Computer Weekly Understanding ITIL (IT Infrastructure Library) and ITSM (IT Service Management), August 2006, Steve Duplessie, Enterprise Strategy Group ITIL Adoption in Europe, BMC Software
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