New global research has highlighted the increasing popularity of the Information Technology Infrastructure Library (Itil) framework in helping firms adopt a service management approach to IT, but while IT service management (ITSM) is becoming an evermore essential part of the business, experts have warned that there are still numerous pitfalls to be avoided.

The survey of 400 chief information officers by managed services provider Dimension Data found that two-thirds of firms had incorporated Itil into their service management projects, with other frameworks such as Prince 2, Agile and Six Sigma also enjoying growing take up.

Peter Clyne, director of service evolution at Dimension Data, said that UK organisations are leading the way with Itil implementation. “Around 85 per cent of the IT budget is spent on keeping the existing systems and infrastructure up and running, which is exactly where IT service management comes in,” he explained. “So to achieve your business objectives, it’s important that you are able to operate those systems efficiently - that’s the value of ITSM.”

Clyne added that service management can add great value to organisations looking to outsource or multi-source many of their functions, because it provides a common taxonomy that enables all parties to communicate effectively with each other. “By having a service management framework it makes it easier to define what you want and [let your suppliers] understand that.”

According to Clyne, one of the key differences between Itil versions 2 and 3 is that the latter now provides a framework for managing suppliers. When service management projects fall down it is often because they have been implemented from the top down, in order to aid compliance efforts, he explained. “Instead of this, firms should be saying, ‘Let’s put together a good business case that shows how efficient we can become in adopting [a service management approach]’,” Clyne added.

He also warned that companies wishing to go down the service management road must identify the parts of Itil they find most valuable to the organisation, rather than trying to take on too much.

“They need to be very clear on how productive they currently are, so that they can make comparisons [later],” he added. “And Itil consists of a number of parts so they don’t have to implement the whole thing - you don’t have to take it or leave it all.”
Clyne added that version 3 includes three new areas: service improvements, service strategy and service design. This is a departure from version 2, which was mostly about operational matters.

Service management software provider Axios Systems recently published a white paper offering firms advice on whether to re-evaluate their current Itil programs now that the new version is available.

“It’s 11 months now [since Itil version 3 launched] and it has got a lot of noise in the marketplace, but it’s still early days,” said Axios’ head of best practice, Dale Brown. “Organisations are still cautious - there is some confusion about whether they will have to stop what they are doing with version 2. Version 2 is still valid but maybe they should be looking at version 3 to see what’s suggested there.”

Brown explained that the main difference between the two versions is the new emphasis on a more strategic, lifecycle approach to service management, whereby IT is integrated into the business rather than merely aligned to it. Version 3 also updates the framework to include references to more modern technology such as virtualisation, he said.

James Rennie, chief technology officer of electrical, electronic and industrial supplies distributor Electrocomponents, agreed that it is still early days as far as Itil 3 is concerned. “I’d contend that few organisations, if any, are currently using version 3 in earnest,” he said. “The courses are still not mature enough at the moment - they’re not up and running in the ways that they should be.”

Rennie added that Itil version 3 is a more practical framework than previous versions, and argued that to get the most out of it, organisations must see it not as a static set of rules but as something that evolves as the organisation evolves.

“It’s about the lifecycle being front-of-house,” he added. “It’s allowed us to be faster in response to change in some areas and take risks in other areas.”

Rennie advised firms to focus on the most important elements of Itil for their business when working out their transition plans from version 2 to 3.

Jon Rolls, senior director of product management at desktop and server management company ScriptLogic, is in no doubt about the value of Itil, pointing out that one of its key advantages is that it provides safeguards against non-compliance. “Sarbanes-Oxley is a go-to-jail regulation, and Itil prescribes several procedures to negate that risk,” he said.

To help companies achieve compliance and stay within the law, ScriptLogic automates a lot of the relevant Itil procedures in its products. “Itil is a framework, so companies look at it as something that they all need to achieve. We looked at the rules involved, and have automated a lot of the Itil requirements.”

Another way in which ScriptLogic helps organisations to ensure that they are providing the best service to their IT users is through the automation of helpdesk requests. Rolls said the firm’s technology saves time and money, and is highly auditable, making it easier for organisations to monitor helpdesk performance and flag up problems.

Rolls argued that providing users with adequate and accurate information concerning their helpdesk requests was one of the keys to building a good relationship between the IT function and the business.

“The running of the IT department is very important to the running of the bus iness, it has to be more efficient, keep up to date with issues, and solve problems depending on their importance,” Rolls said. “Itil comes into this because you have to be seen to be giving the most priority to the issues that are costing the firm the most money. We give the helpdesk a timeframe, letting them prioritise their requests, and keep the client informed. Without this kind of view you get a black hole effect. With it, you get a much better view of your resources.”