ITIL and Organizational Change

ITIL and Organizational Change
  • Explains how to revolutionise your business with the ITIL® framework, giving readers essential advice on how to successfully manage the process.
  • Reveals why many organisations fail to realise the full benefits of ITIL, meaning that readers can avoid these pitfalls and help their IT function prosper.
  • Buy this book and learn to implement change effectively and improve your business efficiency.
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"Erskine does a wonderful job of explaining the human aspects of change but where the book really shines is in Chapter 6. The Planning discussion is right on target for the intended audience. The book is an excellent preparation guide for companies or consultants embarking on an ITIL journey. The theory is explained at a level that allows the reader to understand the change models while not overwhelming them or requiring expert level knowledge."
Rocky Middleton, Senior Manager of Service Delivery, AGSI

Managing ITIL adoption

Organisational change is difficult to manage and takes time to implement. How it is managed has a direct impact on its success. The adoption of ITIL can be particularly challenging, especially for organisations where it represents a radical change. So, how do you ensure that the process goes smoothly and offers a return on your investment?

Identify the obstacles

In ITIL® and Organizational Change, Pamela Erskine analyses some of the reasons why organisations fail to realise the benefits of ITIL and offers practical ways to avoid these pitfalls. She examines ways to clear the many hurdles that can obstruct progress and investigates how to improve acceptance of change in the workplace. Drawing on her many years of experience, Pamela discusses five different models of organisational change and explains how to select the most suitable approach for your project and your organisation . Real-life examples bring the theories to life.

Contents

  1. How was Organizational Change Addressed during the Project?
  2. Organizational Change
  3. Organizational Change Models
  4. Selecting a Change Model
  5. Accountability
  6. Planning
  7. Important roles
  8. Realizing the Benefits after the Fact
  9. Additional Guidance

About the author

Pamela Erskine has over 15 years’ leadership experience in IT and service transformation, with responsibility for providing best practices, thought leadership and guidance relating to the ITIL framework. She has led a number of IT transformation initiatives with measurable results in customer satisfaction, efficiency and effectiveness. In addition to operational responsibility, Pam has consulted for Fortune 50 companies on IT strategy, IT service management and organisational change initiatives. She is an ITIL expert, ITIL service manager, Six Sigma certified and a certified help desk director.

 

Additional information

Click here to view a sample of the book >>

 

Buy this book and learn to implement change effectively and improve your business efficiency.

Publisher: IT Governance Publishing
Pages: 134
Published Date: 26 February 2013
Availability: In Stock

 

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Showing comments 1-1 of 1
1. Rocky on 17.09.2013, said:

The title of the book gives the reader a clear picture of its contents. I did not appreciate the real need for preparing for the Organizational Change part of implementing ITIL until I started focusing on Service Transition (ST) processes. I have many years of experience in implementing Service Operations processes and Continual Service Improvement but really only have experience with Change Management from ST. I took the Service Transition training class and exam in preparation of implementing ST processes for a customer and this gave me a greater appreciation for the amount of change this brings to the organization. Pam Erskine does a wonderful job of explaining the human aspects of change but where the book really shines is in Chapter 6. The Planning discussion is right on target for the intended audience. The book is an excellent preparation guide for companies or consultants embarking on an ITIL journey. The theory is explained at a level that allows the reader to understand the change models while not overwhelming them or requiring expert level knowledge. The book provides good references to the change models so readers can investigate each in further detail. Since this book covers these change models at a high level anyone intending to use one of the models should research the chosen model in more depth. The references cited by Ms. Erskine provide a good starting point for this research. The Change Management Learning Center web site (http://www.change-management.com/) offers training and other tools that may also prove beneficial. I have added “ITIL and Organizational Change” to my personal recommendations list for customers beginning an ITIL implementation.
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