
- Organizational Support
The following organizational entities are aware of ITIL and are supportive of its goals: - CEO / President
- CIO / CTO / VP of IT Operations
- CFO / VP of Finance
- IT Managers
- Business unit Managers
- Board of Directors
- Union representatives
- Baseline Assessment
- A baseline assessment has been administered to measure the organization’s current compliance with ITIL processes, with a gap analysis that indicates areas of deficiency.
- The organization has administered a survey of the IT department’s internal customers and users to determine a current level of satisfaction with the services it provides.
- Scope of Implementation
- The organization has determined which of the 11 ITIL processes / functions it plans to implement, in which sequence, and has created a timeframe for doing so.
- A specific implementation maturity level has been agreed upon for each of the processes that are to be adopted. Stages of implementation include:
- Initial: The process is recognized but there is little or no process management activity.
- Repeatable: The process is recognized and is allocated little importance, resource or focus within the operation.
- Defined: The process is recognized and is documented but there is no formal agreement, acceptance nor recognition of its role within the IT operation as a whole.
- Managed: The process is fully recognized and accepted throughout IT, it is service focused with objectives and targets that are based on business objectives and goals.
- Optimized: The process is fully recognized and has strategic objectives and goals aligned with overall strategic business and IT goals.
- Training Strategy
- A budget for training and certifying the staff has been created and approved.
- The staff that is to receive ITIL Foundation training has been identified.
- The staff that is to receive ITIL Practitioner training has been identified.
- The staff that is to receive ITIL Manager training has been identified.
- A training vendor has been selected.
- A training schedule has been created.An organizational change management strategy has been implemented.
- Certification Strategy
- The number of staff to be Foundation certified has been established.
- Provisions have been made for purchasing and administering the Foundation exam.
- Provisions have been made for purchasing and administering the Practitioner exams.
- Provisions have been made for purchasing and administering the Manager exam.
- A policy has been established to accommodate participants who fail the exam.
- Staffing
- Process owners have been identified for each ITIL process to be implemented.
- Key staff members have been empowered to carry out the implementation process.
- A CTO, VP of IT operation or other staff person has been selected to be responsible for overall implementation of IT Service Management.
- Communication
- An ITIL implementation vision has been created, endorsed by upper management, and communicated to all stakeholders.
- A series of information sessions have been scheduled to apprise staff of the purpose and benefits of implementing ITIL.
- The Service Desk has established a procedure to provide regular updates to all internal customers regarding usage, trends and customer satisfaction ratings, either via email or the Intranet.
- ITIL Resources
- Sufficient copies of the ITIL Service Support and Service Delivery books have been acquiredand are available in the organization’s resource center.
- An on-line version of these books, including a multi-user license, has been acquired and isaccessible to employees via the organization’s Intranet or other file server.
- An organization membership to the local itSMF (IT Service Management Forum) has been established.
- Mentoring and consulting by a peer organization has been arranged.
- Reporting and Record Keeping
- The IT department is prepared to publish a catalog of the services they provide internal customers, with prices based on differing levels of service.
- A CMDB (Configuration Management Database) exists, is regularly maintained, representsan accurate inventory, and captures the data necessary to be an effective tool for those ITIL processes that depend on it.
- Service Level Agreements (SLAs) have been created between the IT department and its internal customers and users, and are published in clear, non-technical language.
- Underpinning contracts between the IT department and external vendors are in place, written so as to be clearly understood, and renewed on an annual basis.
- Business continuity and disaster recovery plans have been created by the organization (not a vendor) that are current, simple, and detail the steps necessary to recover from unforeseen or difficult circumstances.
- A liaison has been established between the business units and the IT department to assure compliance with regulatory requirements such as Sarbanes-Oxley.
- Measurement and Assessment
- The Service Desk maintains records of all calls and their resolution, and publishes these regularly.
- A set of metrics, based on a recognized business measurement philosophy such as the Balanced Scorecard©, is in place to capture and analyze IT service management processes and their interrelationships.
- Assuring On-Going Success
- An organizational change management class has been scheduled to provide the necessary training to key staff.
- An IT process improvement team has been established to monitor progress of ITIL implementation.
- ITIL terminology has been incorporated into the staff’s annual performance plan, with incentives for employees who suggest improvements in the IT service management.
Another checklist as an infographic:
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