Request Fulfilment was added as a new process to ITIL V3 with the aim to have a dedicated process dealing with Service Requests.
This was motivated by a clear distinction in ITIL V3 between Incidents (Service Interruptions) and Service Requests (standard requests from users, e.g. To reflect the latest guidance Request Fulfilment now consists of five sub-processes, to provide a detailed description of all activities and decision points. A clearer explanation of the information that describes a Service Request and its life cycle has been added. Process Objective: To provide and maintain the tools, processes, skills and rules for an effective and efficient handling of Service Requests.
Process Objective: To record and categorize the Service Request with appropriate diligence and check the requester's authorization to submit the request, in order to facilitate a swift and effective processing. Process Objective: To continuously monitor the processing status of outstanding Service Requests, so that counter-measures may be introduced as soon as possible if service levels are likely to be breached. Process Objective: To submit the Request Record to a final quality control before it is closed. A (Service) Request Model defines specific agreed steps that will be followed for a Service Request of a particular type (or category). A message containing the present status of a Service Request sent to a user who earlier reported requested a service. The Incident Manager is responsible for the effective implementation of the Incident Management process and carries out the respective reporting.
The responsibility of 1st Level Support is to register and classify received Incidents and to undertake an immediate effort in order to restore a failed IT service as quickly as possible. Service Request Fulfilment Groups specialize on the fulfilment of certain types of Service Requests. Content is available under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Germany License unless otherwise noted. Effective ITIL adoption requires the application of service management best practices and a focus on cultural transformation, writes ITSMWatch columnist guest Kristy Smith of Forsythe. To ensure success and encourage your organization to buy-in to the change, incorporate John Kotter's Eight Stages of Cultural Transformation into a communication plan tailored to suit your organization. Applying ITIL can dramatically alter IT's way of working, especially for individuals who thrive on saving the day when business users call them directly.
Delivery-focused IT organizations drive down costs whereas service-focused IT organizations strive to enable true business value. People are a foundational aspect of ITSM and, if overlooked, the success of ITIL will be in jeopardy.
Cultural transformation is required to anchor new behaviors in the underlying foundation of corporate culture. Often the pressure of producing results quickly leads to the desire to skip steps or to execute them out of order. During the first stage, Establishing a Sense of Urgency, a compelling need for change is communicated. It is essential to establish a good foundation of leadership support before proceeding to introduce process and procedural change into an organization.
In the second stage, Creating the Guiding Coalition, communicate who is leading the charge and what you can expect from them by establishing the ITSM steering committee and instituting a regular meeting schedule. A key responsibility of this guiding coalition is to define the ITSM vision and strategy for your organization (Stage 3: Developing a Vision and Strategy).
Stage eight, Anchoring New Approaches in the Culture grounds the changes in the culture and makes them stick.

A measurement strategy in which rationalized metrics, reports and auditing are utilized to govern process compliance, quality and performance is crucial to making ITIL actionable and to ensuring continual process improvement. The cornerstone of cultural change is a multi-faceted communication plan (Stage 4: Communicating the Change Vision).
I have given your comment some thought and provided my opinion from the experiences I have encountered during my ITIL career. It is almost impossible to track down a single resource that has practical experience across all the ITIL areas, especially as the lifecycle covers five core publications.
Another consideration is that the implementation of the ITIL Lifecycle is a considerable undertaking in both time, resources and budget.
Another approach I would suggest is the engagement of ITIL consultants on contract, either on an individual basis or via an ITIL Consultancy. I woud also consider breaking the initiative into phases, possibly identifying or appointing process owners associated to a specific area of the lifecyle.
I hope this helps and we would welcome any feedback you have on the opinions expresed above. You will need to provide and verify your e-mail address but your personal information will not be published or passed on to others. The content of this site may be unmoderated submissions from unauthenticated users and as such it cannot and does not represent the views of ITILnews, its Principals or sponsors. The process overview of ITIL Request Fulfilment is showing the most important interfaces (see Figure 1). The aim is to make sure that the Service Request is actually processed and that all information required to describe the request's life-cycle is supplied in sufficient detail. The details of a Request for Service are recorded by Request Fulfilment in a Service Request Record. Status information is typically provided to users at various points during a Service Request's lifecycle.
He represents the first stage of escalation for Incidents, should these not be resolvable within the agreed Service Levels. If no ad-hoc solution can be achieved, 1st Level Support will transfer the Incident to expert technical support groups (2nd Level Support). Typically, 1st Level Support will process simpler requests, while others are forwarded to the specialized Fulfilment Groups. From the beginning, it helps to understand IT service management (ITSM) so that IT leadership can establish a sense of urgency and a vision, along with an expectation of their desired IT end-state. To create real change, it is important that all eight of these steps are followed in order. This can be accomplished by having the IT executives compose an email to be sent to all IT staff communicating the reasons for aligning to ITIL, highlighting major objectives, and underscoring top level commitment.
Securing strong senior leadership support will curtail the desire of individuals to work against the impending change. Senior leadership must actively participate as well as lead and guide the steering committee. This responsibility extends to making sure that plans and measurements are in place to ensure proper execution of the strategy as well as to validate the realization of expected value. This final stage couples nicely with ITIL's continual service improvement phase of the Service Lifecycle book. Determine and baseline a set of critical success factors (CSF) with supporting key performance indicators (KPI) and operating metrics (OM), and determine a reporting strategy and schedule. It starts with a solid template that can be tweaked to support the specific cultural characteristics of your IT organization.

But what are the attributes and qualifications of a person whom we want to appoint as process owners ?
Obviously in the past the main focus of ITIL was around the Support and Delivery aspects of a service covering its transition from development into the production environment via Release and Change Management. Do you focus on an area that is not currently performing well or do you focus on an area that perhaps could provide significant benefit. Attempt to engage resources who have an understanding of ITIL, preferably practical experience and has possibly managed or engaged with other ITIL areas.
In addition to this, findings from the processing of the request are to be recorded for future use.
1st Level Support also processes Service Requests and keeps users informed about their Incidents' status at agreed intervals. They run the risk that IT will inadvertently take an "IT silo management" approach -- focusing on how to drive silos better -- instead of taking an IT service management approach that focuses on enabling business outcomes. A well designed process implementation coupled with cultural transformation will help ensure your processes are actionable, consistently applied and continually improved.
Each individual leader must emphasize the need for ITIL as well as the future vision during separate meetings with their teams. In addition, culture change cannot be implemented from the bottom up without appropriate support.
For example, a way to anchor a new approach is to employ a measurement strategy to promote continual improvement. These will be utilized by the steering committee, process owners and managers to succinctly measure process adoption, conformance, quality and performance.
Building your communication plan on Kotter's eight stages helps IT management lead cultural change by empowering and engaging its members with the ITIL adoption (Stage 5: Empowering Broad-based Action). More often than not elements of ITIL best management practice will exist within your organization, therefore it may be a matter of identifying an existing member of staff to become ITIL qualified and potentially take on the role of a process owner, may be with some additional support.
In addition there is the need to clearly state the scope of the engagement to avoid 'scope creep' and increased costs. You may wish to employ some one who has experience of implementing ITIL into various organizations and perhaps can 'fast-track' on certain aspects of an implementation from lessons they have previously learnt.
1 depicts a more holistic approach to implementing ITIL processes thus allowing the provision of services to the customer as a primary focus.
The desired culture change focuses on transforming IT from a hero mentality into a champion mentality, encouraging technical silos to begin working together to deliver service. When it is, the organization is more likely to experience "dead salmon" syndrome: investing incredible energy to swim upstream only to die at the destination. Your plan will also ensure that all IT, business stakeholders and users are informed of the status and direction of the ITIL initiative. I would also consider pairing members of your organization to work alongside the consultants enabling the transition of knowledge to occur and thus overtime reducing the dependancy upon the external third party.
Tools and technology enable the people of IT to follow ITIL processes, which provide the foundation for delivering services.
After all, it is unreasonable to expect that the new ITIL processes will be followed without proper inspection for conformance and performance. Obtain appropriate leadership support before going down the road of ITIL adoption or your change initiative will fail.

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