Two Critical Success Factors in an ITIL Implementation兩個關鍵的成功因素在ITIL的實施

By通過 Arno Esterhuizen阿諾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經理誰想要追求IT服務管理的旅程通過實施信息技術基礎設施庫（ ITIL ）需要理解兩個非常重要的因素提前。

The first factor is to have dedicated, trained and committed process owners. 第一個因素是有專門的訓練，並承諾進程的所有者。

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.如果您想擁有一個成功的事故管理進程正在不斷改善，您將需要有人誰是最終負責其成功和誰可以奉獻的時間和重點推動，並確保其實際情況。 A lot of organizations makes one of the following mistakes:許多組織提出下列其中一個錯誤：

The process owner is non-existent which means there is nobody dedicated to drive a particular process. 老闆的進程是不存在這意味著有沒有專門的驅動某一特定的進程。

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.有一個過程所有者，但他或她是陷入每天被動活動或其他“更重要”的商業驅動的項目，從而沒有時間進行不必要的“繁文縟節”像ITIL等。

There is more than one process owner for a particular process - a classic mistake.不止一個進程擁有對某一特定的進程-一個典型的錯誤。 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是有一個一致的整個過程中的組織和有兩個頭的廚師在這“進程廚房”肯定搞糟了蛋糕。 Who will ultimately be responsible if there is more than one owner?誰最終將負責如果有一個以上的主人嗎？ 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.大公司誰已成功實施ITIL的只有一個進程擁有整個公司，即使有眾多的分歧遍布全球。 This ensures that the process is consistent throughout all divisions and helps the break down barriers between departments and divisions.這將確保該進程是一致的各地各部門並有助於打破部門之間的障礙和分歧。

The primary problem here, is that companies do not want to spend the money on dedicate resources for process owners.主要問題在這裡，是公司不想花錢的投入資源的進程的所有者。 Obviously a process owner can have a split role, doing other work as well, especially in smaller companies.顯然，一個進程擁有者可以有一個分裂的作用，做其他工作，特別是在較小的公司。 As long as that other role is not of a reactive firefighting nature.只要其他的作用不是一個被動救火的性質。 One person can also be made responsible for more than one process.一個人也可以負責一個以上的進程。 Although these processes should be of similar focus.雖然這些過程應該是類似的焦點。 The Change, Configuration and Release roles can be shared by one person in small companies for example.該變更，配置和釋放的作用可以共享由一個人在小公司的例子。 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.我相信在這些大型企業的作用應履行的獻身精神的人，公司誰不填補這些角色並不嚴重，有關ITIL的和最有可能是缺乏管理的承諾。

Which brings us to the second, but probably the most important critical success factor, namely management commitment?這給我們帶來的第二，但可能是最重要的成功的關鍵因素，即管理的承諾？

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.如果您是負責一個ITIL的實施，確保您的承諾，從頂部，否則ITIL的可能只是成為另一個失敗的IT項目扔了時間和金錢了流失。

And management commitment does not mean, “the manager says his committed”.和管理的承諾並不意味著， “經理說，他的承諾。 ” The manager must walk and talk ITIL and continuously show his commitment.經理必須走路和說話ITIL的不斷顯示他的承諾。 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…就實際情況而言，這意味著權力的工作人員通過專業培訓，工具等，任命權人的權利的作用和管理手段的ITIL的，如權利要求報告並採取行動...

Kotter’s 8 steps to organizational change is actually a good guideline for top management to follow.科特的8步驟，組織變革實際上是一個很好的準則，高層管理人員遵循。

Management commitment is probably the most important success factor for ITIL, but in my experience, probably also the most difficult to find.管理的承諾可能是最重要的成功因素ITIL的，但在我的經驗，也可能是最難以找到。 That is why a lot of ITIL implementations just become a black hole sucking up money.這就是為什麼許多ITIL的實施剛剛成為一個黑洞吸了錢。

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.我覺得有很多的IT經理是根據這種誤解，即ITIL是靈丹妙藥，以解決所有的問題。 Just install ITIL (almost like installing a new technology) and everything will be OK.只要安裝ITIL的（就像安裝了新的技術）和一切都會好的。 What they do not understand is that ITIL is a major organizational change, including a culture change.他們不明白的是， ITIL是一個重大的組織變革，其中包括文化的變化。 We used to focus only on technology, but now we have to focus on the customer.過去，我們只注重技術，但是，我們現在已經把重點放在客戶。

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.另一個原因是低管理層的承諾也認為ITIL是通常的內部IT部門的努力，而不是直接要求的業務。 ITIL is a methodology for improving IT and not as such the business. ITIL是一種方法的改進，而不是因為這種業務。

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.為了克服這個困難，符合ITIL項目應成為企業的要求和承諾是需要所有的方式頂端，從首席執行官。

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