Itil Change Management Case Study

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					                                                                                                ITIL Case Study


The company is growing fast, and the number of calls to the IT desk is growing, seemingly by the
week. You've got some processes in place, but they were designed to suit you when the company
was much smaller than it is. It's got to the stage that the business needs IT to deliver more and
more to support the demand of customers and clients, and things are starting to creak!

You're fire fighting constantly, and everything you do seems to be reactive rather than proactive.

Of course, what's not helping matters is that in order to cope with the increase in business, the infrastructure and the
systems need constant changes - but it's a case of who shouts loudest gets. And yet what they get never seems to be what
they want, and all these changes sometimes seem to create more problems than they solve.

Things need to change……        What do we do about it?

Business Analysis

We need to build a picture - one that encapsulates many differing segments. In order to define these segments, we need to
ask ourselves some basic questions:

· What are our high level objectives? i.e. what's our vision?        · Where are we now?
· What processes work and which don't?                               · Where do we want to be?
· How do we get there?                                               · How do we know when we get there?

We need defined (and measurable!) metrics. By understanding all the above, we can create for ourselves a clear roadmap of
what we need to do and how we go about doing it.

                                                                                         Project Initiation

                                                                                         Once we know what we want and
                                                                                         where we want to go, the project
                                                                                         initiation process will ensure that all
                                                                                         parties are clear on what the
                                                                                         objectives of the project are, the
                                                                                         business drivers for the project, how
                                                                                         the outcome will be achieved. We
                                                                                         shall also assign individual
                                                                                         responsibilities and make sure that
                                                                                         everyone believes in what we're trying
                                                                                         to do.

                                                                                         Project Management

                                                                                         Our project managers have been
                                                                                         there many times before, and will
                                                                                         work with our ITIL consultants to
                                                                                         ensure that we all remain focused on
                                                                                         the goal, that we all work together
                                                                                         and that deadlines are met.

        Astech Consultants Ltd, Dickenson House, 30 Albion Street, Chipping Norton, Oxfordshire OX7 5BJ UK
      tel: +44 (0) 1608 645251 fax: +44 (0)1 608 6465410 email: website:
                                                                                                   ITIL Case Study

ITIL Processes                                                      The service desk will have clearly defined areas of
                                                                    responsibility and can make sure that Incidents are
                                                                    directed to the right technical 'silo'.
  Service Desk & Incident Management
  Problem Management                                                Once this information has been passed over, Problem
  Change Management                                                 Management will do all the necessary investigation to find a
                                                                    permanent fix, thus eradicating further instances.
OK - so we know what we've got, and we know what we
want to achieve. Once we've done this, we decide that the           We also can then use the Problem Management team to
best way to move forward is to sort out the problems with the       proactively look for trends of incidents, and start fixing things
call volumes, and the way that we're handling the calls that        before they go wrong!
are logged at the Service Desk.
                                                                    As you can see, by implementing these two ITIL disciplines,
                                                                    and 'tweaking' the service desk function to become more
  Service Desk & Incident Management
                                                                    streamlined, we will dramatically reduce the number of calls,
We've already got a service desk - but is it working
                                                                    speed up resolution times and dramatically improve the
efficiently? Is information shared correctly? Are we
                                                                    'customer experience'.
duplicating work?

Firstly we would look at what we have, and then keep the
                                                                     Change Management
best bits and fit them into the new processes as defined by
                                                                    Now then - those changes!
                                                                    It appears that there are two main issues here - changes
By implementing ITIL Incident Management, we can improve
                                                                    that occur not necessarily based on business benefit, but
the number of first time fixes for our 'customers' (read
                                                                    on who knows who and who demands more! Also, the
'users!'), by ensuring that all knowledge of an incident is
                                                                    changes are all made in isolation, and don't seem to undergo
shared - we don't duplicate effort.
                                                                    a process thorough enough to ensure success. Again, we
                                                                    would look at what we currently have, and look
If we fix it once, we can use that workaround again
                                                                    at putting in place ITIL Change Management.
quickly and easily. Also, by ensuring a single point of contact
and having one incident 'owner' the customer experience
                                                                    By setting up a Change Advisory Board, we will ensure
becomes a standard one - they know what to expect.
                                                                    that all changes are cost and business benefit justified;
                                                                    that all the reasons behind the change requests are
                                                                    understood and clearly defined; that changes are discussed
  Problem Management
                                                                    with the business to ensure that everyone is aware of them
The idea here is to make sure that if we do get the same
                                                                    and their potential impact - and that they get tested and
incident being logged over and over again, we address it.
                                                                    implemented with a much lower chance of causing more

       Astech Consultants Ltd, Dickenson House, 30 Albion Street, Chipping Norton, Oxfordshire OX7 5BJ UK
    tel: +44 (0) 1608 645251 fax: +44 (0)1 608 6465410 email: website:
                                                                                     ITIL Case Study


It's all well and good - I hear you say - coming in and setting
up some wonderful processes, but what about when you've

As a company, we never see projects as just starting and
ending with our time with you. We want it to work long after
we've gone. As part of this, we can help you to identify and
recruit the right people to look after (and even care for!) the
processes after we have gone.


We are also happy to train your existing staff in the light
of the business requirements that you set.

All our training will be specifically designed to fit your
business, rather than focusing purely on theory.

Audit & Review

You know what it's like - sometimes you just get carried

In order to make sure that we are achieving our targets and
that we are all heading towards the original goal we set
ourselves, our constant process of Project / Programme
Review and Audit ensures that we get an objective
viewpoint of what we're doing.

Better to do it as we go along than get to the end and
realise we've drifted!

Project Closure

As part of the services we provide, we can also be involved
in the Project Closure process. This is to ensure that at the
end of the project we can provide an overview of what we
have done right - and what we got wrong - so that we can
learn going for next time.


       Astech Consultants Ltd, Dickenson House, 30 Albion Street, Chipping Norton, Oxfordshire OX7 5BJ UK
    tel: +44 (0) 1608 645251 fax: +44 (0)1 608 6465410 email: website:

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