Two Critical Success Factors in an ITIL Implementation两个关键的成功因素在ITIL的实施

By通过 Arno Esterhuizen阿诺Esterhuizen
Any IT manager who wants to pursue the IT Service Management journey by implementing the Information Technology Infrastructure Library (ITIL) needs to understand two very important factors well in advance.任何IT经理谁想要追求IT服务管理的旅程通过实施信息技术基础设施库（ ITIL ）需要理解两个非常重要的因素提前。

The first factor is to have dedicated, trained and committed process owners. 第一个因素是有专门的训练，并承诺进程的所有者。

If you want to have a successful Incident Management process which is under continuous improvement, you will need somebody who is ultimately responsible for its success and who can dedicate the time and focus to drive it and to make sure it actually happens.如果您想拥有一个成功的事故管理进程正在不断改善，您将需要有人谁是最终负责其成功和谁可以奉献的时间和重点推动，并确保其实际情况。 A lot of organizations makes one of the following mistakes:许多组织提出下列其中一个错误：

The process owner is non-existent which means there is nobody dedicated to drive a particular process. 老板的进程是不存在这意味着有没有专门的驱动某一特定的进程。

There is a process owner, but he or she is bogged down in day to day reactive activities or other “more important” business-driven projects and thus have no time for unnecessary “red tape” like ITIL.有一个过程所有者，但他或她是陷入每天被动活动或其他“更重要”的商业驱动的项目，从而没有时间进行不必要的“繁文缛节”像ITIL等。

There is more than one process owner for a particular process - a classic mistake.不止一个进程拥有对某一特定的进程-一个典型的错误。 The idea of ITIL is to have a single consistent process throughout the organization and having two head cooks in this “process kitchen” is sure to mess up the cake.的想法ITIL是有一个一致的整个过程中的组织和有两个头的厨师在这“进程厨房”肯定搞糟了蛋糕。 Who will ultimately be responsible if there is more than one owner?谁最终将负责如果有一个以上的主人吗？ Major companies who have successfully implemented ITIL have only one process owner throughout the company, even if there are numerous divisions spread across the globe.大公司谁已成功实施ITIL的只有一个进程拥有整个公司，即使有众多的分歧遍布全球。 This ensures that the process is consistent throughout all divisions and helps the break down barriers between departments and divisions.这将确保该进程是一致的各地各部门并有助于打破部门之间的障碍和分歧。

The primary problem here, is that companies do not want to spend the money on dedicate resources for process owners.主要问题在这里，是公司不想花钱的投入资源的进程的所有者。 Obviously a process owner can have a split role, doing other work as well, especially in smaller companies.显然，一个进程拥有者可以有一个分裂的作用，做其他工作，特别是在较小的公司。 As long as that other role is not of a reactive firefighting nature.只要其他的作用不是一个被动救火的性质。 One person can also be made responsible for more than one process.一个人也可以负责一个以上的进程。 Although these processes should be of similar focus.虽然这些过程应该是类似的焦点。 The Change, Configuration and Release roles can be shared by one person in small companies for example.该变更，配置和释放的作用可以共享由一个人在小公司的例子。 I believe in a large corporate these roles should be fulfilled by dedicated people, and companies who does not fill these roles are not serious enough about ITIL and is most probably lacking the management commitment.我相信在这些大型企业的作用应履行的献身精神的人，公司谁不填补这些角色并不严重，有关ITIL的和最有可能是缺乏管理的承诺。

Which brings us to the second, but probably the most important critical success factor, namely management commitment?这给我们带来的第二，但可能是最重要的成功的关键因素，即管理的承诺？

If you are responsible for an ITIL implementation, make sure you have commitment from the top; otherwise ITIL might just become another failed IT project throwing time and money down the drain.如果您是负责一个ITIL的实施，确保您的承诺，从顶部，否则ITIL的可能只是成为另一个失败的IT项目扔了时间和金钱了流失。

And management commitment does not mean, “the manager says his committed”.和管理的承诺并不意味着， “经理说，他的承诺。 ” The manager must walk and talk ITIL and continuously show his commitment.经理必须走路和说话ITIL的不断显示他的承诺。 In practical terms this means empowering staff through professional training, tools etc., appointing the right people in the right roles and managing by means of ITIL, eg demanding the right reports and taking action…就实际情况而言，这意味着权力的工作人员通过专业培训，工具等，任命权人的权利的作用和管理手段的ITIL的，如权利要求报告并采取行动...

Kotter’s 8 steps to organizational change is actually a good guideline for top management to follow.科特的8步骤，组织变革实际上是一个很好的准则，高层管理人员遵循。

Management commitment is probably the most important success factor for ITIL, but in my experience, probably also the most difficult to find.管理的承诺可能是最重要的成功因素ITIL的，但在我的经验，也可能是最难以找到。 That is why a lot of ITIL implementations just become a black hole sucking up money.这就是为什么许多ITIL的实施刚刚成为一个黑洞吸了钱。

I think there are a lot of IT managers that is under this misconception, that ITIL is a silver bullet to fix all their problems.我觉得有很多的IT经理是根据这种误解，即ITIL是灵丹妙药，以解决所有的问题。 Just install ITIL (almost like installing a new technology) and everything will be OK.只要安装ITIL的（就像安装了新的技术）和一切都会好的。 What they do not understand is that ITIL is a major organizational change, including a culture change.他们不明白的是， ITIL是一个重大的组织变革，其中包括文化的变化。 We used to focus only on technology, but now we have to focus on the customer.过去，我们只注重技术，但是，我们现在已经把重点放在客户。

Another reason for low management commitment is also that ITIL is usually an internal IT department endeavor and not a direct requirement from the business.另一个原因是低管理层的承诺也认为ITIL是通常的内部IT部门的努力，而不是直接要求的业务。 ITIL is a methodology for improving IT and not as such the business. ITIL是一种方法的改进，而不是因为这种业务。

To overcome this, an ITIL project should become a business requirement and commitment is needed from all the way to the top, from the CEO.为了克服这个困难，符合ITIL项目应成为企业的要求和承诺是需要所有的方式顶端，从首席执行官。

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