I spoke with a client the other day who was complaining about the lack of process discipline in her organization. “We have all these ITIL process and procedure policies, rules, regulations, and governance, but no one follows through.” This got me to thinking about why organizations don’t follow their own ITIL processes. Sometimes there are good reasons. Perhaps it’s an emergency situation or other extenuating circumstances. Even then, there should be processes and procedures that are followed, but provide the means to deviate if needed. In any case, I came up with six reasons why I believe there are impediments to following ITIL processes and lack of process discipline.
Lack of Consistent and Regular Communication
In most cases, the ITIL processes are defined and documented in organization directives, guidelines, policies, and other governance documents. The problem is in the lack of regular and consistent communication of those processes. I remember my Air Forces days. We attended annual training that reinforced aircraft maintenance processes. We all worked within a philosophy of on-the-job-training that helped reinforce those processes. Our commanding officer used monthly All Hands or Commander’s Call session in which processes and procedures were stressed and communicated. Sometimes we forget what the process is, why we should follow it, and why it’s important. Maybe your processes aren’t communicated to the workforce. Take the time to communicate this through meetings, training sessions, annual refreshers, newsletters and other media. Document these so employees can’t say later on they didn’t know the process. Like voting, you should communicate your ITIL processes early and often.
Lack of Training on or Knowledge of ITIL Processes
Many companies have recurring training for security, ethics, and safety. I’ve not seen many that include processes in their ITIL training. If you don’t emphasize it, then why and how do you expect employees to know about or understand the processes? I’ll admit today’s workforce is smart, well educated, and motivated. But, they are human. Help them succeed and follow your processes. After all, those processes are there to help your company meet its mission and so are your employees. Make them part of the solution. Remember Pavlov?
Missing the Value Component of ITIL
Processes are in place to organize work to achieve your mission. They add value by increasing performance or eliminating performance bottlenecks. They are focused on your company’s mission and targets. Measuring ITIL processes allows you to see what is not performing well and fix it to keep within budgets and financial constraints. When I was a kid, I saw no value in learning to read. However, as an adult, the value is clear. Someone said to me recently, “Knowing how to read and not reading is the same as not knowing how to read.” The same is true of processes. If you don’t see the value in it, then you’re less apt to follow it.
Cumbersome
Some processes are too lethargic, convoluted, and cumbersome to be of any use. Those responsible to follow processes usually know when it is too cumbersome. A result is informal processes, work arounds, or bypasses. Make sure your ITIL processes are efficient. Include those who must follow the process in any improvement initiatives. One of the best things to do is automate the process to remove confusion. Eliminate unneeded or duplicative steps. Combine steps to reduce the number of hands that have to be involved. Don’t let your process be convoluted like a curly fry. Let it be straight and like a cucumber.
No Clarity of Accountability
In my role as an ITSM consultant, the distinction of roles is extremely important: Accountable, Responsible, Consulted, and Informed (RACI). Sometimes a mis-aligned organizational structure get in the way. Sometimes these roles are not defined and are unclear to those performing them. If you’re accountable for an ITIL process, then you must ensure someone carries it out. You own the process and must ensure it is followed. You must measure it, report its effectiveness and efficiency, improve it, and make sure people are trained. You own it and its performance, just like that ugly baby of yours. So take care it! Sometimes ugly babies grow up to be beautiful adults.
Lack of Consequences
Many processes are not measured. Worse, there are no performance levels or parameters even identified. If this is your situation, then identify clear measures and performance levels. Then and only then, can make the consequences of not following the process clear to those involved. People pay attention when something is measured. Consider including process adherence in annual appraisals and tie it to performance pay, raises, or promotions. Remember that sign in the window of that restaurant you go to: “No shoes, no shirt, no service.”