Like most projects, the value of ITIL needs to be quantified and communicated clearly to the rest of your organization. The combination of information on benchmarked cost saves--paired with baselined metric data or value drivers--will present them with the information needed to tell a convincing story and sell the business case.
Middle managers can stand in the way of any transition to ITIL. The right planning activities can help you stop interference by big egos before it begins.
The book on Continual Service Improvement is targeted at people who want to review their company’s current IT service management practices in order to define, comprehend and calculate their strengths and weaknesses.
To find the heart of an effective product and service enterprise, one needs only to take a look at their service desk. And when examining the broad coverage of ITIL, service management stands strong.
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"The greatest deception men suffer is from their own opinions." - Leonardo Da Vinci |
