ITIL Implementation
The implementation of the Information Technology Infrastructure Library (ITIL) framework is a complex organizational endeavor that requires moving from technology-centric attitudes to a customer-oriented service perspective [1].
Implementation Approaches and Sequences
There is no single standardized or generally accepted procedure for implementing ITIL; however, researchers have identified common logical routes [2].
Standard 11-Step Sequence
Schmidtbauer et al. (2013) identify an exemplary implementation approach [2]:
| Step | Activity |
|---|---|
| 1 | Project preparation |
| 2 | Service structure definition |
| 3 | Role selection |
| 4 | “As-is” analysis |
| 5 | “To-be” definition |
| 6 | Process interface definition |
| 7 | Establishing process control |
| 8 | Detailed process elaboration |
| 9 | Selection of application systems |
| 10 | Intensive training |
| 11 | Implementation |
“Light” Sequence for SMEs
Cruz-Hinojosa & Gutiérrez-de-Mesa (2016) describe a sequence tailored for smaller firms [3]:
- Assess needs
- Train at Foundation level
- Create a tactical plan
- Create a Configuration Management Database (CMDB)
- Control Incident Management
- Implement Problem and Change Management
- Address specific business requirements
Initial Focus
Most organizations begin their journey by adopting the Incident Management process to restore normal operations as quickly as possible following disruptions [4].
ITIL in SMEs: Challenges and Adaptations
Small and Medium Enterprises (SMEs) face distinct challenges because the standard ITIL framework is often considered too large and resource-intensive for their limited labor and budgets [3] [2].
Primary Barriers
| Barrier | Description |
|---|---|
| Technical talent | Shortage of skilled personnel |
| Financial resources | Limited implementation budgets |
| Framework complexity | ITIL perceived as too comprehensive |
| Documentation overhead | Extensive documentation requirements |
SME Adaptations
To keep operations “short and simple,” SMEs often implement adaptations [3] [2]:
| Adaptation | Approach |
|---|---|
| “Light” ITIL | Scaled-down ITSM landscape |
| Hybrid processes | Merge incident, request, and problem management |
| Phased rollout | Implement core processes first |
| Simplified documentation | Reduce administrative overhead |
SME Advantages
Despite resource constraints, SMEs may have advantages [3]:
- Lower resistance to change than large corporations
- Faster culture transformation possible
- More rapid customer service focus development
Critical Success Factors (CSFs)
Successful ITIL adoption is largely dependent on human factors and user acceptance rather than just technical tool selection [4].
Seven Key CSF Classes
Ahmad & Shamsudin (2013) identify 17 CSFs grouped into seven classes [4]:
| Class | Examples |
|---|---|
| Top management support | Executive sponsorship, resource allocation |
| Change management & culture | Organizational readiness, cultural alignment |
| Monitoring & evaluation | KPIs, progress tracking |
| Communication & cooperation | Stakeholder engagement, collaboration |
| Project management & governance | Formal methodology, oversight |
| Training & competence | Staff education, certification |
| Process implementation & technology | Tool selection, process design |
Stakeholder Priority Divergence
Findings show that priorities differ by role [4]:
| Stakeholder Group | Top Priority |
|---|---|
| IT Staff | Top management support |
| IT Management | Top management support |
| End-Users | Communication and cooperation |
The Project Champion
Effective implementation often requires a champion to advocate for the framework and promote its benefits to stakeholders [4].
Case Studies
Nordex (Medium-Sized Enterprise)
The wind turbine manufacturer Nordex implemented ITIL Service Operation processes for its “product-related IT” [2].
Method: Customized process flow diagrams according to specific requirements captured in workshops and modeling sessions.
The 3-Layered Approach:
| Layer | Focus |
|---|---|
| 1 | Organizational function of the Help Desk |
| 2 | Detailed ITIL V3 processes |
| 3 | Specific instructions/checklists for roles |
Outcome: Achieved ISO 20000 certification in less than one year.
Financial Services (Failed Implementation → Recovery)
Ahmad & Shamsudin (2013) analyzed a financial firm in the UAE where the ITIL project initially failed [4].
Initial Failure:
- Took five years to implement only a few selected processes
- Lack of formal project management strategies
- Non-mandatory training
- Failure to communicate the “need for ITIL” to employees
Resolution:
- Applied Analytical Hierarchy Process (AHP) to re-evaluate stakeholder priorities
- Involved end-users in decision-making (previously excluded due to lack of technical background)
- Implemented structured communication plan
Lessons Learned
| Success Factor | Nordex | Financial Services (Initial) |
|---|---|---|
| Project management | Strong methodology | Weak/informal |
| Training | Intensive, mandatory | Non-mandatory |
| Communication | Stakeholder workshops | Poor communication |
| User involvement | Active engagement | End-users excluded |
| Timeline | < 1 year to ISO 20000 | 5 years, incomplete |
References
- J. Iden and T. R. Eikebrokk, “Implementing IT Service Management: A Systematic Literature Review,” International Journal of Information Management, vol. 33, no. 3, pp. 512–523, 2013, doi: 10.1016/j.ijinfomgt.2013.01.004.
- P. Schmidtbauer, K. Sandkuhl, and D. Stamer, “The Industrial Practice of ITIL Implementation in Medium-Sized Enterprises,” in Business Information Systems Workshops, vol. 160, in LNBIP, vol. 160. , Springer, 2013, pp. 124–135. doi: 10.1007/978-3-642-41687-3_12.
- N. J. Cruz-Hinojosa and J. A. Gutiérrez de Mesa, “Literature Review of the Situation Research Faces in the Application of ITIL in Small and Medium Enterprises,” Computer Standards & Interfaces, vol. 48, pp. 124–138, 2016, doi: 10.1016/j.csi.2016.05.001.
- N. Ahmad and Z. M. Shamsudin, “Systematic Approach to Successful Implementation of ITIL,” Procedia Computer Science, vol. 17, pp. 237–244, 2013, doi: 10.1016/j.procs.2013.05.032.
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