The resistance comes from fear, according to ITIL experts and industry watchers, who argue that education around ITIL, its potential benefits and challenges would help implementations get off the ground more quickly. For one, the premise of re-aligning IT operations around standard processes intimidates most non-believers, and the recent updates to the framework, ITIL Version 3, is causing confusion among many IT managers that started adopting ITIL Version 2.
"As the ITIL framework has undergone a transformation during the past several years, speculation has abounded about the implications and changes to ITIL," writes Evelyn Hubbert, a senior analyst with Forrester Research, in an October report. "Adoption of ITIL in the U.S. is catching up to Europe, and many infrastructure and operations professionals have questions."
To help address fears and reduce confusion, ITIL expert and author Linh Ho compiled a list of the most common fears she encounters in customer environments and detailed some ways to keep the anxiety around ITIL at bay. Ho, product marketing manager at Compuware, also served as a reviewer on the ITIL V3 foundation books and is co-author of the itSMF's Six Sigma for IT Management book. Ho also worked for business service management vendor Proxima Technology before it was acquired by Compuware earlier this year. She says that the industry is working toward reducing the confusion around ITIL.
"We are often on the front lines talking to customers and find that there is a lot of fear and confusion out there today," Ho says. "We are working to demystify and help abate fears."
Linh Ho shares the top 10 fears ITIL supporters encounter in customer IT shops.
The fear of change is a common fear in all aspects of life and work, but Ho says many IT staffers fear ITIL will leave their IT shops unrecognisable and make their jobs irrelevant -- or even worse obsolete. Ho agrees that ITIL represents great change, but adds that in many cases ITIL brings new positions to many IT shops. For instance, IT organisations may designate staff as process owners or change managers. Yet Ho admits IT managers must anticipate staffers to balk at such a large cultural shift.
"ITIL requires you to constantly communicate the goals and progress to staff and upper management," she says. "It is in and of itself is a huge change management process that must be closely monitored."
One of the reasons management wants to get ITIL in house is to be more efficient. And in order to prove improve efficiencies, IT shops must measure the effectiveness of processes before and after ITIL.
"ITIL does push the need to measure and report on your service quality," Ho explains. "IT fears being watched constantly, but there are upsides to being measured."
For instance, being able to measure and report on service quality is a good way to prove to customers you are delivering IT services as expected. And if services improve, measurement will show the company that IT deserves to be rewarded for its efforts and improvements.
"When quantification is mutually agreed to, the business better understands the value IT brings and is more likely to provide IT with the resources it needs," Ho says.
3. Process limitations
Others worry that having rigid processes in place will constrain IT to the point of being ineffective. Ho says ITIL offers flexibility in processes and is based on a mix-and-match model so customers can pick and choose what works for them and their environment.
The time, people and money needed to get a process implementation under way is another road block for potential ITIL adopters. The investment seems too much for the potential payoff to some, Ho says, because IT is not about instant gratification.
"It seems to may that they need a large investment upfront to get people trained and up to speed, but the reality is once that investment is made the longer term pay off is greater in terms of cost savings and improved services," Ho says.
5. Buzzword bandwagon
ITIL has become an industry buzzword, which makes some IT managers leery of its actual usefulness -- especially considering it is a set of processes and not a tangible product. Ho warns that IT shops shouldn't just jump on the ITIL bandwagon.
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