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    e if there is more than one owner? 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. This ensures that the process is consistent throughout all divisions and helps the break down barrier
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    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.

    • The first factor is to have dedicated, trained and committed process owners.

    If you want to have a successful Incident Management process which is under continuous improvement, you will need somebody who is ultimately responsible for it’s success and who can dedicate the time and focus to drive it and to make sure it actually happens. A lot of organizations makes one of the following mistakes:

    • The process owner is non-existent which means there is nobody dedicated to drive a particular process.

    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.

    • There is more than one process owner for a particular process - a classic mistake. 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. Who will ultimately be responsible if there is more than one owner? 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. This ensures that the process is consistent throughout all divisions and helps the break down barriers

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    ant to have a successful Incident Management process which is under continuous improvement, you will need somebody who is ultimately responsible for it’s success and who can dedicate the time and focus to drive it and to make sure it actually happens. A lot of organizations makes one of the following mistakes:

    • The process owner is non-existent which means there is nobody dedicated to drive a particular process.

    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.

    • There is more than one process owner for a particular process - a classic mistake. 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. Who will ultimately be responsible if there is more than one owner? 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. This ensures that the process is consistent throughout all divisions and helps the break down barrier

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    akes:

    • The process owner is non-existent which means there is nobody dedicated to drive a particular process.

    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.

    • There is more than one process owner for a particular process - a classic mistake. 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. Who will ultimately be responsible if there is more than one owner? 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. This ensures that the process is consistent throughout all divisions and helps the break down barrier

    Leaders Make Decisions: It's Not Part of the Job; It Is the Job
    I was watching one of my favorite television mini-series, HBO’s Band of Brothers, and I came across a forgotten viewpoint from the production.Although the program centered around the time immediately following the Battle of the Bulge and the besieged 101st Airborn during World War II, part of the drama focused on the leadership of a lieutenant and his platoon. This lieutenant would simply leave his men and wander off for a walk . . . to talk to regiment . . . to get help . . . or god knows what. He was n
    tape" like ITIL.

    • There is more than one process owner for a particular process - a classic mistake. 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. Who will ultimately be responsible if there is more than one owner? 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. This ensures that the process is consistent throughout all divisions and helps the break down barrier

    Increased Revenue and Optimized Routes
    The Cost of Business Many service companies (e.g. plumbing, air conditioning) compete in very competitive markets. These companies focus on maximizing revenues while controlling costs. However, the nature scheduling work orders is chaotic and presents hurdles for companies when controlling costs.Call centers schedule work orders as they come in. These work orders are not in a specific order or a specific location. Organizing these schedules becomes overwhelming and requires knowle
    e if there is more than one owner? 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. This ensures that the process is consistent throughout all divisions and helps the break down barriers between departments and divisions.

    The primary problem here, is that companies do not want to spend the money on dedicate resources for process owners. Obviously a process owner can have a split role, doing other work as well, especially in smaller companies. As long as that other role is not of a reactive firefighting nature. One person can also be made responsible for more than one process. Although these processes should be of similar focus. The Change, Configuration and Release roles can be shared by one person in small companies for example. 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.

    Which brings us to the second, but probably the most important critical success factor, namely management commitment?

    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.

    And management commitment does not mean, "the manager says his committed". The manager must walk and talk ITIL and

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