Speeding up an IT service management (ITSM) project is not just about velocity. As with the saying ‘more haste less speed’ organisations need to be careful that they aren’t going so fast that they’ll fail to deliver on the desired outcomes. Or will actually deliver late due to reworking mistakes.
To start with, don’t call your ITSM project an ITSM project. And definitely don’t call it an ITIL project. Instead label it to reflect the expected IT and business outcomes from the initiative – this might be one or more of: quicker change, improved IT support, better availability, more effective communications, slicker team working, reduced costs or increased revenues, better service experience, increased customer retention, or similar.
Be clear about the project deliverables and success criteria. Again, while new capabilities or technology are probably the tangibles people will see and touch, the real deliverables should relate to some form of IT and/or business improvement. For instance a new ITSM tool might set back, rather than push forward, IT operations if deployed incorrectly. So just looking at the technology go-live date isn’t really a great deliverable to measure project success, or failure, against.