Implementing ITIL in PDCA approach
The best way to implement ITIL processes is in a phased approach, for that first you would need to understand what are the pain points in the IT, what is the most important process applicable for IT operations, and the implementation methodology. Some of the popular implementation methodologies can be defined as Deming cycle and Six sigma DMADV.
So here in this article, I am going to explain the ITIL implementation in PDCA approach.
Prepare the project charter, consisting of a business case, goal statement, project plan, project scope, and roles and responsibilities.
Business case –should describe the benefits and opportunities of considering the following areas:
- What are the short-term benefits and long-term benefits of this project?
- Does this new initiative align with other business processes, if any exist?
- What impacts will this new initiative have on other business units and employees? Pros and cons.
- Should we have an explicit <Respective process> function ?
- What are the risks and issues involved, what are the dependencies?
- Business needs.
- Estimations of costs on infrastructure assets (hardware, software, people-ware) and other miscellaneous things.
Goal statement –should be closely associated with the prepared business case. Goals should be SMART and mention:
- What are the CSFs?
- What are the KPIs?
- What is the time estimated to see the results?
Project interfaces – should define the boundaries, scope, relationships of the <Respective process> .
Project plan – should show the timeline, milestones for various activities to establish <Respective process> function in place and run the process.
Roles and responsibilities – should identify the required roles and hire the human resources. Primary roles needed for <Respective process> , can be defined as:
- Process manager
- Process practitioner
- Process owner
- Operational roles
Define RACI model for clarity in roles and responsibilities.
Develop the SOW for the <Respective process> process, defining the:
- scope of services/products, for which applies
- identification of service assets and CIs that are out of scope
- hardware, software and people-ware and <Respective process> tools required
- costs involved.
Categorize services, to organize a hierarchy.
|desktop and accessories||operating system|
|laptop and accessories||applications|
|servers and accessories||middleware|
- Define the conditions for process triggers.
- Define the impact and urgency levels for various services.
- Establish a separate repository for the information system), to store its records.
- Define email and announcements templates for process information and notifications.
- Define different strategies and methodologies to solve process activities.
- Enable access to different ITIL process tools and repositories.
- Define IT and process contacts list responsible for different services (e.g.: process manager, process owner, operations manager, etc.).
- Define metrics and SLAs for consulting SLM, as per the customer’s requirements. Best practice on definition of SLAs:
- Use historical data of the operations, to define the SLAs.
- If the operations haven’t gone live yet, if it’s a Greenfield project define SLAs after understanding the operations for at least 2 months. And also revisit the SLAs at every month and redefine them.
- Acquire assets with regards to IT infrastructure (hardware, software).
- Training on process, technical knowledge, etc.
- Execute the operations.
- Ensure that all unresolved issues are tracked and escalated to the next level of supervision in consideration with SLAs.
- Ensure all issues are registered, categorized, tracked, and closed in the <Respective process> tool.
- Update the IT contacts list regularly, with all the necessary contact details.
- Ensure the operation is in consideration with metrics, and SLT’s defined in SLAs.
- Integrate the tool with the knowledge base.
- Perform technical analysis on recurring issues, and escalate it to the <Respective process> management.
- Perform GAP analysis.
- Provide adequate training for the respective process and technology.
- Record all operational transactions in its respective tools.
- Identify areas of improvement for the current services.
- Develop plans to mitigate significant risks.
- Prepare monthly reports (including accomplishments, targets met as per SLA, targets breached, issues logged and resolved, etc).