You cannot achieve without method.

Identify a Starting Point and Specific-Measureable-Achieveable-Realistic-Timely Goals.
  ITIL v3 2011 identifies 26 processes and 4 functions. Obtaining concensus on a starting point for implementation or improvement can be difficult at best. While there are textbook starting points there are few textbook organizations; determining the "best place" to start depends on numerous factors including risk posture and anticipated acceptance or resistance to change. Many organizations begin with a draft service catalog.

The heart of ITIL/ITSM is a Service Catalog.  A Service Catalog communicates exactly what you do. Many companies struggle with the creation of their service catalogs, in effect, over complicating a document that answers two basic things: (1) A concise list of the services that are offered and (2) A concise list of the services that were historically offered. Concise is the keyword in achieving a properly authored service catalog.

Expect change. Change is not compulsory - neither is survival.  Change management’s objective is to understand and improve change; in the short run, this will slow the pace of change, though over time, it will actually increase the amount of change that an organization can handle. If implementing change management is too daunting, start with change communication.

Baseline and collect data. Nobody should try to use data unless they have collected the data themselves. Collection of foundation data begins in Service Strategy and continues throughout service lifecycle. Comprehension of data increases through the Data-Information-Knowledge-Wisdom model and is a critical input to metrics which are defined during Service Design. Metrics are critical in gauging accomplishment or failure, the satisfaction of customers and the improvement or decline from an established baseline. For metrics to succeed, three factors cannot be overlooked: (1) Using the correct metrics, (2) Measuring the process - not the individual, and (3) Assuring that metrics do not encourage undesirable behaviors.

In God we trust. All others bring data.

Communicate Expecations and Dependencies

Management must communicate expectations. Management sets policy. Policy is not ad-hoc, esoteric, created and eliminated at will, generic, or intangible. A policy is real and tangible. The only correct argument or defense to an alleged policy breach is the policy itself; does it exist, is it specific, is it applicable, was it made available, is it understandable, and was it agreed to.

Repeatable processes deliver predictable results. A process is a high level description of the activities required to accomplish a specific task, develop a product or complete a service, and it describes the interrelationships between the departments or functional areas that take part in the overall lifecycle of once closed loop. Results are quantitative (output) and qualitative (outcome).

Procedures document details. Pocedures are more granular set of instructions necessary to perform the actual tasks that processes begin to define. A procedure normally establishes the roles and responsibilities with more detail than a process. A procedure is the first descriptive document that specifies the “how” to accomplish a task, and is the authoritative reference point.