Time Management versus ITIL
IT managers are constantly under pressure to work cheaply and more effectively. In many cases ITIL is commissioned for the desired improvements, but not infrequently without results. The aim of this article is to allow you to look critically at the actual cause of problems which you have undoubtedly come across in your IT organisation. 
The question of how long an incident remains open does not appear to be, at first glance, the most important question concerning IT Service management. What it concerns, according to ITIL, is that the IT services optimally support the company processes, against justified costs. The planning of the processing of incidents is therefore only a small part. This planning aspect contributes to the quality perception of the service provided for clients as well as IT employees. End users expect the IT services to answer to this planning.
ITIL – Wonder Remedy?
IT managers who wish to improve the IT management are indoctrinated with the idea that ITIL must be implemented to do this. However nearly everyone is familiar with a story during which an ITIL implementation has gone wrong. Which causes can be pointed at here? A common perception is that the implementation of ITIL is on a par with creating process definitions. The actual implementation of the new working methods then fails, because most people will only work differently when instructed to. Another cause comes as a result of ITIL books in which the reader is under the impression that everything is of importance. The question when reading this material is: which best practices are actually intended for which organisations? For those persons who have very little experience with improving IT management, these books come at a great expense. You are most likely told “Only make use of those elements of ITIL which are applicable to you”; however which elements this actually refers to is in most cases not communicated.
Effective Planning
The question then arises: how can a simple approach, without going too deeply into ITIL measures, lead to better planning of the incidents? Planning the work activities more effectively is better than blindly staring at tasks such as the implementation of work methods that are defined by the underlying processes, setting up process schemas and having to re-enter all PCs in the CMDB. It is better to make some time free today for the planning of current incidents and the expected changes that need to be executed on time. If you then take some time to communicate about maintenance tasks, the projects you are working on and the results that you anticipate, you should be able to create some understanding within the IT organisation.
Firm Position
The key question is whether there are sufficient planning capacities in place with the relevant persons within the IT department. In literature concerning time management, which is readily available, you will find sufficient points of referral with which you can improve the IT management. Three tips are particularly worth noting:
Firstly: define which services fall outside of the agreements - dare to say no. Support your help desk employees one hundred percent and be firm when doing so with regards to the management. You can only keep this up if you register all work activities, including the work activities which fall outside of the agreements.
Secondly: ensure that the persons who cause the problems understand that they are ultimately responsible for them. If you are trying to balance too many projects, you can certainly try to carry them all out, but soon enough, you will most likely hear that the service is falling behind.
And finally: do not try to meet improvement projects that are too large, head on. Take a step-by-step approach to reach your end goal.
Nuance
The proposition that ITIL is no wonder remedy does not mean that ITIL must be thrown entirely overboard. If ITIL is be actively applied (so not only in ‘words’), the use of the lessons from ITIL is self-explanatory. Experience has shown that successful organisations rely thoroughly on ITIL. Well led IT organisations can be distinguished by the following attributes:
+ The implementation of ITIL is a continuous process, which is implemented as a matter of course.
+ Setting up and improving work instructions, which are used on a daily basis, is a continuous process.
+ A Knowledge base, which is well-maintained and consulted on a regular basis, is in place.
+ The processes are not implemented one by one, as the notion exists that all processes are linked to one another.
+ The incidents are planned by the team leaders.
+ The importance of the service management application is not exaggerated.
+ The CMDB is considered an administrative process which cannot be automated through inventory tooling.
+ Clients may not relocate objects; if necessary, this can be prevented by taking technical measures. The excuse that this would not fall within the culture is unacceptable.
+ The process roles of the employees are put into words in the task descriptions.
+ Reports from the service management application are used for the review of the employees.
+ The management gives a significant amount of attention to the service management application, the set up of the processes and the persons involved.
Final Point for Improvement
ITIL brings no improvements when the management or the culture is the obstructing factor. Instead of pushing ITIL forward, time management can also be chosen as a starting point for improvements within the organisation. A simple approach, step by step, will most likely be more successful than a complex total solution.
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