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CCID Consulting: How to Apply ITIL in China

CCID Consulting: How to Apply ITIL in China

BEIJING, Aug. 9 /Xinhua-PRNewswire/ -- CCID Consulting, China's leading research, consulting and IT outsourcing service provider, and the first Chinese consulting firm listed in Hong Kong (Hong Kong Stock Exchange: HK08235), releases its advice on how to apply Information Technology Infrastructure Library ("ITIL") in China. CCID Consulting specifically addresses the current situation of Chinese users using ITIL when they have not yet gained a thorough understanding of the management concepts, methodology and techniques imported from abroad.

I. ITIL: "I" Only Provides Organizations with IT Management Ideas and Methodology

ITIL cannot cover all aspects. First of all, it only provides a guiding public framework. This framework maintains the rational pre-existing part of the IT management methodology and techniques of an organization, but also adds needed methodology and techniques. Secondly, ITIL is developed according to practice rather than theory. It lists the "best" goals, activities, inputs and outputs of each services management as well as the relationships between the workflows. However, it does not describe specific daily operational activities. Its focus is to ensure that the workflows realize their due functions and coordinate with other workflows. As for how to specifically realize these functions, organizations can adopt different strategies according to their actual needs. In addition, ITIL is also under continuous modification and improvement. From the previous V1.0 to the current V3.0, it shows that existing ITIL has certain limitations. The key is therefore to specify enterprises' own needs and selectively apply ITIL methods and workflows.

ITIL originated in Britain in the 1980s. The initial purpose was to develop a kind of effective IT resources use method that could provide financial measurement techniques to government departments and the private sector in Britain. This method was created to be independent of the vendor and suitable for application in organizations of different sizes and with different technologies and business demands.

To enact this method, enterprises need to first deal with their main problems and then apply ITIL's corresponding workflows. They should be able to formulate detailed workflows that suit their own requirements for resources, organizational structure and personnel capacity. In addition, in alteration management workflows, alteration requests are often divided into conventional alterations, standard alterations, emergency alterations, item alterations and so forth. For different types of alterations, different alteration management procedures and corresponding authorization examinations and approval provisions should be formulated. This is a general model. When different enterprises design their alteration management workflows, they need to decide which are the conventional alterations and which are the standard alterations in relation to their actual situation. These provisions should be different from other enterprises. It is precisely these special aspects that embody ITIL's methodology.

II. ITIL: "I" Requires Conditions to Play Their Part

ITIL building requires certain conditions. Enterprises need to do more to fully understand the ITIL way of thinking. They need to pay attention to their own abilities and scientifically evaluate their own resources and conditions. Enterprises need to apply the scale of advanced management ideas. Their current governance structure, management system and personal qualifications can support ITIL building. They have sufficient ability, resources and decision support for specific implementation work.

III. ITIL: Building ITIL Requires a Powerful Force for Change

Implementing ITIL is not merely formulating workflows or systems. Simply electronically upgrading workflows does not achieve beneficial ITIL results. Instead, it involves adjusting the responsibilities for enterprise personnel, re-arranging work, impacting vested interests and changing existing work habits. Successful ITIL implementation is basically decided through the degree of employees' active participation. Such enthusiasm is not achieved by simply preaching. Enterprises need to apply for certain management means to effectively implement ITIL.

Many enterprises have failed in their ITIL implementation. This is related to their incorrect understanding of the risks associated with changes. One reason for failed change is underestimation of the scale of work needed. Supporting employees, users and customers must adapt to the new work methods and rules. In the early days when a new tool or workflow is introduced, they may be quite enthusiastic about it. But, as time goes on, unfamiliarity with the necessary new work habits, troublesome details and the slow coming of "fast results" may lower their participatory enthusiasm. Their attitude towards change will also change. Some may even get angry. CCID Consulting thinks that the following measures may be adopted to overcome the obstacles to ITIL implementation and change:

1. Education and communication Explain to employees, groups and even the whole enterprise the necessity and rationality of implementing ITIL. Effectively organize employees to complete their daily work, and form vigorous operational specifications and work habits; introduce professional technical management teams to offer consulting services; and make internship and training suggestions for backbone management and technical personnel. 2. Improve corresponding management regulations, systems and standards Establish a series of management and standards; set up powerful management support platforms, such as centralized hardware monitoring, centralized platform monitoring and centralized application monitoring. Through event management, generate events. Through events, generate problems. Through a help system, carry out management. In some cases, employees in certain companies still avoid the help desks and engage in direct dialogue with those technical personnel whom they are familiar with. For this situation, there is a need to strengthen implementation through a vigorous assessment management system and thoroughly correct past habits.

Finally, what needs to be stressed is that ITIL is only a comprehensive framework standard and methodology for IT services management. IT services management has no fixed paradigms to copy. However successful other enterprises may have in implementing ITIL, does not mean that their successful experiences can be copied over and make you equally successful. Home enterprises still need to carry out IT services management according to their actual situation.

About CCID Consulting

CCID Consulting Co., Ltd. (also known as CCID Consulting), the first Chinese consulting firm listed in the Growth Enterprise Market of the Stock Exchange (GEM) of Hong Kong (stock code: HK08235), is a direct affiliate of the China Center for Information Industry Development (hereinafter known as CCID Group). Headquartered in Beijing, CCID Consulting has so far set up branch offices in Shanghai, Guangzhou, Shenzhen and Harbin, with over 300 professional consultants and industry experts. The Company's business scope has covered over 200 large and medium sized cities in China. Apart from home market development, CCID Consulting is establishing international cooperation links across the United States, the Asia-Pacific region, and Europe by setting up agents in the U.S., Japan, South Korea, Australia, Singapore, Italy, and Russia with the aim of going global.

Based on four major competitive areas of powerful data channels, industrial resources, intense knowledge and deep understanding of information technology, CCID Consulting provides customers with consulting, research, and IT outsourcing services covering strategy planning, IT application, marketing strategy, human resources, and information technology outsourcing. Our customers range from industrial users in IT, telecommunications, energy, finance, automobile, to government departments at all levels and diversified industrial parks.

CCID Consulting is committed to becoming the No. 1 brand for strategy consulting, the No. 1 consultant for enterprise management and the No. 1 expert in market research. For more information, please visit our website at http://en.ccidconsulting.com/ .

For more information, please contact: Cynthia Liu Coordinating Manager CCID Consulting Co., Ltd. Tel: +86-10-8855-9080 Email: [email protected]

CCID Consulting Co., Ltd.

CONTACT: Cynthia Liu, Coordinating Manager for CCID Consulting Co., Ltd.,
+86-10-8855-9080, or [email protected]

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