ITIL reflection

Hi, this is probably my last blog before the annual Australian itSMF LeadIT conference (in August, in Canberra), which also marks two years since I ‘created’ this alter-ego of the ITIL zealot (and my 26^th blog). Perhaps a good time to reflect on my take on ITIL in the current market.

Apart from ‘zealot’ I often refer to myself as an ITIL dinosaur. I did ITIL Foundation in 1992, and my Managers in 1994, both on version 1. Version 2 wasn't really much different but put things together in more structured books. I loved it, and by now (early-2000’s) my career focussed more-and-more on ITIL training and consulting.

And having moved to Australia in the late 90’s, there was a lot of work to be done as ITIL was largely undiscovered. Here I think my name (the ITIL zealot) got hold as in my enthusiasm I really saw ITIL as ‘the one true way’ of achieving IT service nirvana. I dismissed other frameworks (MOF, COBIT) as mere ‘copies’ of the ITIL principles that would never get the same buy-in and thus results as ITIL.

I have to admit that ITIL v3 in 2007 was a bit of a shock for me. Initially I rejected it, dismissing it as nothing more than ITIL v2 in a new jacket, and quick to point out its discrepancies and flaws. But as reality sank in that it was here to stay, and I started using it, first in training but then in various consulting projects too, I started seeing the benefit of the lifecycle and the added maturity of the ‘extra processes’.

I welcomed ITIL 2011 as it seemed the quality improvement step that should have been taken prior to releasing v3 in the first place: no more version number, more consistency and flow and above all a much more coherent Strategy and a CSI books that actually seemed practical.

But the period in between (2007-2011) made me not so much doubt ITIL, but rather question its purpose both for me and in the market. It seemed to have become too big to be easily understood and ‘implemented’ (a term I hate, but it does convey its meaning well). At the same time the competition was making great strides in becoming more accepted, more known and more applicable (mainly COBIT, see The Alternative to ITIL).

What kept me on the path of ‘righteousness’ was the ‘installed base’ of ITIL. There was simply too much existing investment and too much market demand to just let it go.

It did however force me to put things in perspective and it crystallised some of the things I really had known all along but perhaps never given too much thought:

• It’s not about ITIL it’s about Service Management

o    ITIL contains concepts that are common sense, make sure you understand those concepts, not the verbatim definition

• It’s not about doing ITIL, it’s about using ITIL

o    ITIL is maturity level 1,000,000 and you’re not, so use the theory to make your practical situation a (little) bit more mature

o    You don’t have to do it all (or even at all) but use what gives you the most benefit

• Processes are only the beginning

o    With tool (products) getting better, and most organisation having some level of ITIL-inspired procedures, we should focus more on the people (and the ABC)

After all this, I am still an ITIL zealot, but one with what I would consider realistic expectations. There is no reason to denounce ITIL and to throw out all that is good.

Instead we should build on all the good stuff, that installed base and that market recognition. ITIL 2011 was certainly a step in the good direction, but I have a (sceptically) positive feeling about AXELOS. I am hoping that this new joint venture will blow out some of the cobwebs and invest some time\energy to bring ITIL to the next level, into the future.

To me this next level should include some realism. For instance realism that ITIL is not the only show in town, so it should stick with what it is good at, and openly integrate with other frameworks to utilise their strong points (project management, risk management, …).

Also realism that training should be both more accessible and more practical. More accessible, by making the exams less about fact-learning and more about concept understanding. In fact, if possible get rid of multiple choice exams all together (or adopt the PRINCE2 Practitioner model). Also an ‘easy’ step in for operational staff might work better, rather than forcing them to learn Strategy, Design and CSI concepts and models (in the current Foundation course) which they will not understand nor need. How about a ‘Foundations’ on Operations & Transition (2 days, with exam) … I think this would be more applicable for many organisation’s more junior staff.

The introduction of any ‘gaming’ into training and education can only be a good thing.

And finally and perhaps most importantly, the next level ITIL needs realism that it is not an island and that is needs a structured and open global user group allowing to share experiences, templates and improvements. This will make ITIL even more relevant in todays (and tomorrow’s) service management world.

I BELIEVE!

the ITIL Zealot
July 2013