Mike Donoghue is a member of a multinational information technology corporation where he collaborates on the communications guidelines and customer relationship strategies affecting the interactions with internal and external clients. He has analyzed, defined, designed and overseen processes for various engagements including product usability and customer satisfaction, best practice enterprise standardization, relationship/branding structures, and distribution effectiveness and direction. He has also established corporate library solutions to provide frameworks for sales, marketing, training, and support divisions.
You argued and negotiated so you could purchase your books and CDs full of ITIL, so now you’re ready to go, right? Well…although you considered the reality of making the purchase of the materials, the cost of actually implementing ITIL may make you reconsider the proposition.
There are many out there who do not share in the success stories that others have had in setting up ITIL in their organization. They state that they have seen no financial benefit in bringing ITIL into their operation, commenting that it actually costs more and requires additional staff as well as a considerable amount of time in order to incorporate its principles.
The common return that executives want to see on any project investment is that it helps guarantee to improve an enterprise through the use of less labor and getting things done better and faster. Programs like ITIL are hard-pressed to prove this value, making it a difficult sell to any CEO. It’s always important to keep IT operations going safely, inexpensively and effectively--the additional expense of a new framework, however, is not necessarily going to excite management to make the significant changes that ITIL demands.
But the promise to improve area-wide structure and quality improvements in development and testing is a motivation to push past the pain of implementation so as