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 want to start an ITIL initiative, but just how the heck do you get it going? A strong alignment between the organization and its technology infrastructure is an essential first step in order to provide the energy that is needed for this long-term commitment. It means buy-in from executives and not just an endorsement but whole-hearted, enthusiastic support of the effort. As with any major endeavor, corporate honchos need to be enthusiastically behind their inception of ITIL in order for it to be successful.
Training and Knowledge
These same people need to have a similarly robust understanding of the activities required in an ITIL plan as well as the achievements an ITIL implementation provides. In addition to top brass, the extending branches of trainers must likewise be consistently educated so they can pass the transition messages properly to the next layers of management and process teams.
A crucial component to effective implementation means enlisting the appropriate trainees into the program. In addition to having the proper professional qualifications, these candidates need to have a veneer of leadership about them so that they can carry out the details of ITIL’s far-reaching plan through their command of others. While it may seem “politically correct” to invite all members up to a specific management level to these education