Conclusion
It is evident that a number of factors have contributed to the
success of the ITIL project at QH. Senior management support per
se is not sufficient: senior staff from the business units should be
appointed to high level committees and senior management must
understand the magnitude of the implementation and ensure that
the project is adequately and appropriately resourced. A senior
manager is also needed to champion the project. QHID leveraged
external expertise from multiple vendors at different stages in
the project. Instead of merely operationalising the contracts, they
made an effort to develop close and forthright relationships with
the vendors to ensure effective technology transfer to the QHID
staff. They also understood the need to have an effective change
management process to move the culture from a technology
focus to a focus on service. As the change involves organisational
restructuring, careful planning, reinforcement of the project
objectives and appropriate appointment of process owners was
carried out to achieve the transformation. Further, QHID put in
place a benefits realisation plan to track and communicate tangible
and intangible benefits of the project and in this way maintain the
commitment from senior management and business managers.
Effective project governance and execution and staying focused
on the project also contributed significantly to the success of the
ITIL project.