Improve quality and productivity improves.
Uncontrolled variation is the enemy of quality. Standardized processes and repeatability. It is what enabled factories to produce high output with predictable results and increased quality during the 19th century, when thousands of virtually identical units crafted within controlled tolerances began to emerge from production lines. It is unlikely that the developers of manufacturing best practices and quality improvement principals that soon followed, including those championed by W. Edwards Deming, were anticipated to become foundational to an ideal state of information technology that can be achieved through the ITIL/ITSM implementations in 21st century service organizations.
Two basic rules of life are: 1) Change is inevitable. 2) Everybody resists change. A key critical success factor (CSF) incorporates users accepting, embracing and participating in change. An initial focus on service level agreements (SLAs), contractual requirements and penalties, or the expected resistance to cultural change from technology to service focus may distract or delay realization of ITSM value. While the organization at large benefits from service that meets or exceeds published quality expectations, predictable results and predictable staffing levels, information technology staff members usually experience greater benefit; less time spent restoring service permits more time dedicated to performing the challenging and rewarding projects and developing new technology skills. This benefits everyone: Innovation comes from people who take joy in their work.
Best efforts will not substitute for knowledge. Successful ITIL/ITSM implementations begin with analysis of business processes and supporting technical process that underpin services, along with the in-place metrics, indicators and success factors. Project team members will need to learn new methodologies, terminology and in some cases, software tools that are unfamiliar. And initial task to identifying documentation and system artifacts, or the absense of, may lead to development of documentation requirements, templates, standards and allocatoin of a repositiory. Everything should be communicated and socialized to ensure that the entire organization, from sponsor to end user, understands the objectives, value to the organization and their individual role.
Manage the cause, not the result. Service management is not a destination. It is a strategic journey with continuous improvement. Services will be updated and replaced as the business changes. Processes will continue to be improved. Technology will continue to change and challenge business agility. The marketplace and customer expectations will evolve and may shift with exogenous shocks, And metrics and measurements must be periodicly reviewed to assure relevance, business alignment and desireable outcomes.