Implementation of an Information Technology Infrastructure Library Process – the Resistance to Change

Esteves, Rui; Alves, Paulo

doi:10.1016/j.protcy.2013.12.056

Cited by 14 publications

(12 citation statements)

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“…The remarkable thing about the www.ijacsa.thesai.org data in this report was that, despite one or two references being made to people being unwilling to accept change, there seemed to be relatively few instances of attitudinal problems [38]; that there was clear senior management involvement seemed to be almost assumed, none of the respondents focused on it, but it was very clear, see table 4. Therefore, it seems that the Ministry of Education has been driving ITIL forward in a very clear way, as the literature would suggest [2,5,41].…”

Section: Rq1: How Is the Ministry Of Education Implementing Itil In Tmentioning

confidence: 75%

“…None of the respondents really addressed this in direct terms, but instead mentioned it in passing while referring to other issues; notably with regard to change management and training. The change management issue was presented as an issue in preparation for the implementation of ITIL, in that there was identifiable "resistance to change"; though what form this resistance took was not specified, as other literatures have [37,38]. This was then extrapolated into an analysis that training is the route to preventing or at least overcoming this resistance to change.…”

Section: A Identification Of Themesmentioning

confidence: 99%

“…The literature review that generated the conceptual model indicated that the attitudinal aspects of the organisations involved would play a major role in whether ITIL implementation would be a success [19]; many institutions had reported that they were unsatisfied in regards to the fact that ITIL was not meeting their expectations. One of the reasons assumed for that was because of key people not accepting the implementation of ITIL as shows in table 4, therefore damaging the effectiveness of the whole [2,38,40].…”

Section: Rq1: How Is the Ministry Of Education Implementing Itil In Tmentioning

confidence: 99%

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Critical Success Factors In Implementing ITIL in the Ministry of Education in Saudi Arabia: An Exploratory Study

Alqahtani¹

2017

ijacsa

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Abstract-This paper engages with the ITIL framework for IT service delivery within the specific context of the Ministry of Education in the Kingdom of Saudi Arabia (KSA). A literature review process is used to develop a critical success factors (CSFs) for the implementation of the ITIL framework in an organisation, based on a series of models like TAM and UTAUT, and then put into an overall conceptual model of use behaviour towards ITIL described by [1]. The conceptual model is then deployed in the field through a series of interviews with IT professionals within the Ministry of Education in the KSA. The interviews are semi-structured, and were intended to draw out the corresponding factors for success and the factors that have hindered the implementation of ITIL within this organisation. The data confirm the view of the literature that strong leadership and management involvement is essential both as a success factor in its own right, and as the means by which other success factors are enabled. The findings of paper make two observations. First, the literature sets out a series of quite precise success factors that relate to project management, communication, and quality control. The data presented in this research project demonstrate that in practice it is hard to make clear all of these factors to such a level of detail within the Ministry of Education in Saudi. Second, the implementation of ITIL is more reflexive than the literature and the conceptual model would initially demonstrate.

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Section: Rq1: How Is the Ministry Of Education Implementing Itil In Tmentioning

confidence: 75%

Section: A Identification Of Themesmentioning

confidence: 99%

Section: Rq1: How Is the Ministry Of Education Implementing Itil In Tmentioning

confidence: 99%

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Critical Success Factors In Implementing ITIL in the Ministry of Education in Saudi Arabia: An Exploratory Study

Alqahtani¹

2017

ijacsa

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“…In addition, it is not enough to know the practices and ITIL procedures for efficient implementation but to involve every group and individual in the organization, and requires cultural change [13]. According to studies conducted by international firms 52% of implementations of ITSM program failed because of resistance to change [2]. It was mainly due to the nature of the standards which consist of a very heavy and rigid process.…”

Section: Introductionmentioning

confidence: 99%

Lean continuous improvement to information technology service management implementation: Projection of ITIL framwork

Berrahal

Marghoubi

2016

2016 International Conference on Information Technology for Organizations Development (IT4OD)

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This paper proposes a model, a viewing perspective, for successful Implementation of an Information Technology Service Management (ITSM), in focus on the frameworks of best practices for delivering and governance IT services, such as Information Technology Infrastructure Library(ITIL). Capability Maturity Model Integration (CMMI), through a continuous improvement approach. In particular, this paper discusses the application of Lean thinking as a process of continuous improvement for great achievement of ITSM, especially around Information Technology Infrastructure Library. Our approach, to apply the Lean to IT, has as goal to identify and eliminate sources of productivity loss and wastes in the implementation process. It aims also to provide a pragmatic and efficient model and to continuously, promote the human factor and reduce the resistance to change; therefore, provide at a specific time for the customer or end-user needs. It means to be Just-In-Time (JIT). Moreover, the current study intend to reduce the gap between the research committee and the professional world and initiates a critical reflection in relation to the implementation of IT Service Management standard.

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“…Sim embargo, no se reconocen las dificultades en la aplicación de los procesos de ITIL que pueden comprometer su éxito. Una proporción significativa de estas iniciativas falla o tarda demasiado tiempo hasta su finalización, Wilkinson cita un informe de Forrester, que reveló que el 52% de los programas de mejora de ITSM falla debido a la resistencia [19].…”

Section: La Gestión De Servicios De Ti (Itsm)unclassified

Modelo de gestión de incidencias para la reducción de plazos de atención de averías del servicio soluciones de datos, en una empresa de telefonía

Livelli¹,

Antonella²

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Implementation of an Information Technology Infrastructure Library Process – the Resistance to Change

Cited by 14 publications

References 0 publications

Critical Success Factors In Implementing ITIL in the Ministry of Education in Saudi Arabia: An Exploratory Study

Critical Success Factors In Implementing ITIL in the Ministry of Education in Saudi Arabia: An Exploratory Study

Lean continuous improvement to information technology service management implementation: Projection of ITIL framwork

Modelo de gestión de incidencias para la reducción de plazos de atención de averías del servicio soluciones de datos, en una empresa de telefonía

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