itil benefits to the business -...

ITIL® Benefits to the Business A Joint Research Project from Global Knowledge and HDI

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ITIL® Benefits to the BusinessA Joint Research Project from Global Knowledge and HDI

Executive SummaryThere are some in the IT industry who believe that the practice and importance of IT Infrastructure Library™ (ITIL®) in organizations could be declining. But, with more than 20,000 people earning ITIL certification each month (according to IT exam provider, EXIN), it is clear that ITIL continues to be relevant. Global Knowledge and HDI came together to conduct a research project to identify the benefits that ITIL brings to businesses.

The results of this project challenge some commonly held beliefs about ITIL and suggest several new paradigms for success. They illustrate how people from across the United States and around the world answer questions such as:

• IsC-levelmanagementcommitmentrequiredforITILsuccess?

• IsITILjustaservice/helpdeskpractice?

• IscostreductionthechiefbenefitofITIL,assomanyvendorsandconsultingfirmspromise?

There are many ITIL benefit surveys circulating throughout the industry, and it’s easy to become numb from in-formation overload. What sets this survey apart from many others is that it comes from people who are actually practicing ITIL. This survey has no bias towards one tool or another, and says nothing about specific consulting firms. What this survey does do is present an objective examination of what can be expected from following ITIL practices, as reported by IT professionals.

Research Analysts: HankMarquis,FormerlyDirectorofBusinessServiceManagement,GlobalKnowledge CindaDaly,DirectorofBusinessContent,HDI GregTimpany,SeniorManagerofMarketingResearch,GlobalKnowledge

Survey Design: Greg Timpany JennyRains,ResearchAnalyst,HDI


About the FindingsThesurvey’srespondentsrepresentacross-sectionofITILpractitioners.Theycomefromfirmswithbothnationaland international presences, and 40% of respondents represent firms with more than 10,000 employees. Over half(52%)oftherespondentshaveaprimarypositionintheITServiceManagement(ITSM)area,and60%areinmanagerialorsupervisoryrolesinIT.AlloftherespondentsprovideIT-relatedservices,andover50%comefromthe more regulated areas of government, education, healthcare, legal, and financial services.

Itisinterestingthat52%ofrespondentsself-selectedtheirroleordepartmentspecificallyas“ITServiceManage-ment.”ThisindicatesthatITSMhasbeenintegratedintotheircorporateITorganizationalstructures.Accordingtothesurveyresults,ITSMappearstohavegonemainstream,andisnolongerjustaproject(asindicatedbyjust12%ofthosesurveyed)orsolelyaservice/helpdeskeffort(18%).

AnothertellingindicatorofITSMandITILmaturationcomesfromthefindingsrelatedtoimplementedandplannedprocesses.TraditionalwisdomsuggeststhatbothincidentandchangemanagementarethegrowthareasforITSM,sinceITILis“immature.”However,thisstudyshowsthatmanyfirmsalreadyhaveestablished,incident(63%)andchange(53%)managementprocessesinplace.Whatissignificant,asseeninFigure 1 below, is that within the top three followed ITIL processes, problem management—a process that requires organizational maturity and commitment—is the ITIL process most firms are currently implementing (24%) or planning to implement (24%). Furthermore,43%currentlyfollowITILproblemmanagementprocesses,reflectinga91%adoption/soon-to-be-adopted rate among those surveyed.

Of even greater interest is that while problem management is the leading growth area of the top three imple-mented ITIL processes, the highest growth of current implementations is in service request management (27%) andservicecatalog(26%),processesthatrelatetocustomersatisfactionandthestandardizationofITservicedelivery (see Figure 8,page8).

While ITIL incident, change, and problem management top the chart, each ITIL process is in use throughout the population. In another indication of ITIL acceptance and integration into corporate IT, respondents chose avail-abilityandcapacitymanagementastheotherareasthataremostlikelytobeontheplanninghorizon;38%ofrespondentsplantoimplementavailabilitymanagement,and37%plantoimplementcapacitymanagement.Thisis fascinating, since some industry pundits have highlighted these processes as ones that only a few, very mature organizations implement.

ThekeytakeawayhereisthatITILseemstohave“grownup.”WhatmaynotbeasobviousisthatITILincidentandchange management—when done right—set the stage for problem, availability, and capacity management. When firmsstabilizeITservicedelivery,theyareabletoshiftfromrunning-and-reactingtobuilding-and-transforming.

Currently Follow

Currently Implementing

Planning to Implement

Do Not Follow

Incident Management 63% 19% 12% 7%

Change Management 53% 21% 18% 8%

Problem Management 43% 24% 24% 9%

Figure 1

Top Three ITIL Processes


Conventional Wisdom RevisitedConventionalwisdomstatesthatonesimplycannotbesuccessfulwithITIL/ITSMimplementationwithoutC-levelmanagement commitment. This wisdom may be a carryover from situations in which a consultant is trying to sell six-figuresoftwaresolutionsorlong-termconsultingagreements.But,accordingtothesurvey,manypractitionershavebeensuccessfulwithoutC-levelmanagementcommitment.Infact,just39%ofrespondentsclaimtohavehadanyCIO-orCTO-levelinvolvementatall.

ThefindingsalsoindicatethatifonehasC-levelmanagementcommitment,thefocusoftheITSMprogramchang-es.Forexample,thosewithC-levelsupportaremorelikelythantheircounterpartstorate“balancingresourceallocations”as“veryimportant”(47%versus33%).Theyarealsomorelikelytoinvolveothergroupsinshapingand defining processes and utilize more success metrics.

WhileC-levelengagementisnotacriticalsuccessfactorforeveryone,itisimportanttonotethat71%ofrespon-dents reported executive support in general was the most critical factor for success. In other words, management commitmentiscriticaltosuccess,butC-levelcommitmentisnot.

Anotherbitofconventionalwisdomisthatbusiness/revenueenhancement,costcontrols/reductions,qualityim-provements, and improved agility/responsiveness are the core benefits of ITIL/ITSM (in order of importance).However,thissurveyidentifiescustomersatisfaction,agility,andworkloadbalancetobethetopbenefits,notcostreduction or quality improvements.

Figure 2 shows how management commitment changes the benefits one can expect. The top two benefits of ITIL are improved ITresponsivenessandend-customersatisfaction.ThefulcrumisITworkloadimprovements,whichisthethirdmostcommonben-efit.Noticethatcostreductionsranksfourthandfifth,dependingonC-levelengagement.

Inlightofthesefindings,itisinterestingtonotethatmanyITIL/ITSMvendorssellcostreductionasthekeybenefit.Intheshortterm, five years or less, cost reduction is not a major benefit of-ten realized. However, in the long term, after recovering capital investments, it is reasonable to expect cost reductions resulting from increased effectiveness.

The top two benefits in both cases revolve around transforming IT into an organization that is responsive to its customers—a true service provider.

Figure 2

How ITIL Benefits Shift

1

2

3

4

5

w/ C-Level Engagementw/o C-Level Engagement

Improving IT Service

Responsiveness

End-Customer Satisfaction

IT Workload Improvements

Reduction in the Cost of IT

Service Delivery

Reduction in the Number of

Service Incidents


Key FindingsContributingsuccessfactorsshowwhatsuccessfulpractitionersfoundhelpful.ThinkofthisasastartingpointforidentifyingtherequirementsforasuccessfulITILimplementation.Whenaskedtoassesstheimportanceofseveralfactors, the following six items rose to the top:

Top Six Contributing Success Factors

1. Executive support 2.Teamworkatthestaff/lineworkerlevel3.ITILorotherbestpracticetraining4.Communicationacrossorganization5.Organizationalbuy-in6.Processowners

ITIL indeed delivers measurable business benefits. But be careful what you promise, because those benefits shift basedonmanagerialcommitment.YoucansucceedwithITILevenwithoutC-levelsupport,butyourbenefitstofocusoncouldchange.Choosewisely.Accordingtothesurvey,theabilitytoshowimprovementinITservicere-sponsivenessisthekeymeasureofsuccessinthoseorganizationswithC-levelengagement.

ThereisadifferencebetweenpracticingITServiceManagementusingITILguidanceandusingsoftwaretosolveanITproblem.Itisimportanttounderstandthiskeypoint:thebenefitsyougetfromusingatoolarenottheben-efitsyougetfrompracticingITSM.Softwarealonedoesnotmakeastrategy;rather,softwarefacilitatesastrategyandallowsateamtocompleteitstasks.Asexpected,respondentsoverwhelminglyconcludethatsoftwareandothersupporttoolsalignedwithITILareveryimportant,and51%citesoftware(incident,knowledge,CMBD,etc.)asasuccessfactor.Interestingly,just19%citeoutsideconsultingasasuccessfactor.

ITIL-basedITSMseemstotransformITorganizationsintocustomer-focusedserviceproviders.Thesurveyresultssuggest that the top 11 benefits of ITIL to the business are:

Top 11 Realized Benefits of Practicing ITIL

1. Improving IT service responsiveness 2.End-customersatisfaction3.ITworkloadimprovements4.ReductioninthecostofITservicedelivery5.Reductioninthenumberofserviceincidents6.Decreasingservicevariability7.MeasuringdemandforITservices8.ImprovementinITprojectsuccessratio9.IncreasedusageoftheITservicecatalog10. Increased accuracy of IT forecasts 11. Business profitability or revenue


Respondents’ Profile The majority of individuals who participated in this survey have aprimarypositioninITServiceManagement(52%)orservicedesk(18%),withspecificjobrolesatthemanagerordirectorlevel. They brought a high level of participation in ITIL initia-tives within their organizations and significantly contributed to thoseduringthemostrecent18months.ManypersonallyholdITIL certifications.

Respondents Involvement with ITIL Certification Over80%oftherespondentsareITILcertified.Inaddition,one-third of respondents reported having staff members who are ITIL certified as well.Two-thirds of the certified respondentsreportedpossessingonelevelofITILcertification.Seventy-onepercentindicatethattheyareintheprocessofseekingoradd-ingITILcertifications.Foundation-levelcertificationswerethemostpopularwith30%reportingtheyhadv2Foundationcer-tificationand72%withv3Foundationorthev2-v3FoundationBridge.Whenitcametointermediate-andadvanced-levelcer-tifications,therewasasignificantdrop-off.Finallyfor58%ofrespondents’ organizations, some form of ITIL certification, for at least a portion of the staff, is required (see Figures 3–4).

Level of Involvement with ITILRespondentswereasked to report their level of involvementwith ITIL—either as a lead, involved, or no involvement—acrossfivekeyITILcategories:design/acquisition;strategy/ser-vicedefinition;operation;projectmanagement;andtransition/implementation (see Figure 5). Operation was where respon-dentsshowedthegreatestlevelofleadership,with37%report-ingtheyheldthe leadrole.Conversely,onlyone in four tookthe lead role during the design and acquisition phase. Overall, however, respondents are involved in ITIL processes, with over 80%reportingtheyeither leadorwereinvolvedtosomede-greeacrossmostphases,withtheexceptionbeingthedesign/acquisition process (72%).

If respondents had certified staff, they allocated greater respon-sibility for design efforts to their staff. This was also the case for strategy/servicedefinitionandoperations.

Relationship to ITIL Certification

10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

11% No One is Certified

82% Personally Certified

33% Staff Certified

Figure 3

Figure 4

Yes, For Some Staff

38%

No39%

Unsure3% Yes, For

All Staff20%

ITIL Certification Required?

Involvement with ITIL During Past 18 Months

10% 20% 30% 40%

No Involvement

Involved

Lead

50% 60% 70% 80% 90% 100%Figure 5

24%

48%

28%

34%

50%

16%

37%

52%

411%

29%

51%

20%

31%

56%

13%

Design/Acquisition

Strategy/Service Definition

Operation

Project Management

Transition/Implementation


Primary Position and Role in the OrganizationOver half of the respondents (52%) have a primary position inITServiceManagement,withspecificjobrolesattheman-agerordirectorlevel.ThoseinITServiceManagementaremorelikelytobev3certified,andtakealeadershiproleintheareasofstrategy/servicedefinition,operationsandtransition/imple-mentation (see Figures 6–7).

Core Areas of Focus and OwnershipParticipants were asked questions to assess to what degreetheir IT support organizations implemented the slate of ITIL processes.Theywerealsoaskedwhichgroupsshapedtheover-allITServiceManagementstrategy,andthehighestpositionallevel that was directly involved with ITIL in their organization.

ITIL Process ImplementationIncident and change management are the only two processes that are being followed by over 50% of respondents. On the highend, incidentmanagement isbeing followedby63%ofthe firms represented. On the low end were service catalog/portfolio; availability; capacity; finance; and continuity; witheach being followed by less than 25% of respondents’ orga-nizations. Less than 10% of the participants reported they are implementingall16processes.

Several processes are in the implementation phase and are above theoverallaverageof20%including:servicerequest;servicecatalog/portfolio; configurationmanagement;andknowledgemanagement. On the planning horizon, respondents indicated they are looking to implement processes around availabilityand capacity management (see Figure 8,page8).

14.0%

Figure 6

Project Management

12%

IT Service Management

52%

Service Desk (or Help Desk)

18%

Other (Includes HR)

14%

Business Management

4%

Primary Job Function

Figure 7

Technical Support

6%

Other IT Related

Functions26%

C-level/ Business Line

5%

Other5% IT-related

Manager/Director/VP

58%

Primary Job Role


Who Shapes ITIL Strategy?Anorganization’shelpdeskorservicedeskiskeyindevelop-ingtheITSMstrategy,with68%ofrespondentsinthisgroupreporting a role in strategy development. This was followed by “operationsasawhole.”Overall,servicemanagersengageagreater number of internal groups to help drive development of their ITIL strategy more than other groups (see Figure 9).

Currently Follow

Currently Implementing

Planning to Implement

Do Not Follow

Incident Management 63% 19% 12% 7%

Change Management 53% 21% 18% 8%

Problem Management 43% 24% 24% 9%

Service Request Management 37% 27% 24% 12%

Release Management 33% 16% 33% 17%

Service-Level Management 33% 23% 32% 12%

Configuration Management 32% 25% 30% 13%

Event Management 32% 19% 28% 22%

Knowledge Management 30% 25% 30% 14%

Security Management 28% 14% 33% 25%

Asset Management 26% 21% 34% 19%

Service Catalog/Portfolio 23% 26% 33% 17%

Availability Management 22% 13% 38% 27%

Capacity Management 22% 15% 37% 26%

Financial Management 22% 11% 28% 40%

Continuity Management 21% 18% 33% 29%

Average 31% 20% 29% 19%

Figure 8

ITIL Process Implementation

Who Helps Shape ITIL Strategy?

10% 20% 30% 40% 50% 60% 70% 80% 90% 100%Figure 9

Service Desk/Help Desk

Operations as a Whole

Service Level Management

Service Strategy/Service Design

Request Fulfillment

Security/Compliance

Service Portfolio Management

IT Financial Governance or Risk Management

Telecommunications

68%

60%

49%

48%

35%

33%

27%

22%

15%


C-Level SupportAlmosthalfofrespondentsreportedtheyhadC-levelsupportfortheirITILinitiatives,withtheCIOorCTOservingascham-pion for the initiative (see Figure 10).Havingsenior-manage-mentcommitmentwasnotrequiredforsuccess,butitdidmakethe path easier, according to respondents. It is easier to attain the benefits of ITIL when senior management is committed, but italsocomeswithachangeinthebenefitssought.HavingC-level commitment means a greater focus on improving service performance,satisfyingtheend-customer,reducingthecostofITservicedelivery,andimprovingthelikelihoodthatITprojectswill succeed.

Success Factors and Benefits ObtainedRespondentswerealsoaskedquestionstodiscoverwhichfac-tors organizations found to be most important to their ITIL ini-tiative, the factors that contributed to success, and the benefits organizations attained as a result.

Core Areas of FocusThe ability to improve the quality of services and exceed cus-tomer expectations in the process are the primary areas of fo-cus for ITIL initiatives. Seven out of ten respondents rated this areaas“veryimportant.”Fourotherareaswereratedas“veryimportant” by over half of the respondents (see Figure 11).

Contributing Success FactorsExecutivesupportwasthehighest-ratedfactorassociatedwiththesuccessoftheITILinitiative,with71%ratingit“veryimpor-

Figure 10

Director22%

Vice President

15%

CEO6%

CFO1%

Manager12%

Other5%

CIO/CTO39%

Highest Position-Level Supporting ITIL

Importance of ITIL Areas to OrganizationVery

Important

Improving Quality of Services and

Other Customer Experience

70%

Providing a Central Point of Contact 58%

Improving Productivity, Revenue,

Competitive Advantage

56%

Controlling Costs Company-Wide 56%

Controlling IT Organizational Costs 54%

Presenting Standard Service Offerings 43%

Automating Requests for New Services 41%

Balancing Resource Allocations 40%

Controlling with Compliance-Related

Initiative Costs

34%

Facilitating New Product/Service Offerings 30%

Regulatory and Environmental Issues 30%

Asset (HW/SW) Chargeback Costs 29%

Tracking Service Utilization 28%

Service Chargeback Costs 28%

Demand Profiling 26%

Figure 11

ITIL-Initiative Areas Deemed “Very Important”


tant.”Animplementationcanbesuccessfulwithoutthehands-on support of senior management, but having that support does make the process smoother, according to respondents.Other critical factors identified include: communication across theorganization;teamworkatthestafflevel;andtrainingonITIL best practices (see Figure 12).

Success MeasurementThe ability to show improvement in IT service response is the keysuccessmeasurementinthoseorganizationswhereC-levelsupport is given to the ITIL initiative. This measure was selected by84%oftherespondentswhohaveseniormanagementsup-port,comparedto68%ofthosewhodonothavethatlevelofsupport.Alsocriticaltothescorecardaretheabilitytomeasureandshowimprovementinend-customersatisfactionandbal-ancetheworkloadfacedbyITdepartments(see Figure 13).

Role of Third Party ServicesJustunderhalfoftherespondentsreportedtheybelievethird-party vendors to be important to the enablement process. With- Figure 12

Success Factors Deemed “Very Important”

10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Teamwork at the Staff Level

Executive Support

ITIL or Other Best Practice Training

Communication Across Organization

Organizational Buy In

Process Owners

Business Process Owners

Software

Supporting Services

Customer Involvement

Architectural Team

Outside Consulting

71%

66%

65%

64%

64%

62%

55%

51%

44%

40%

30%

19%

Impro

ving IT

Serv

ice

Respons

ivene

ss

End-C

usto

mer

Satis

facti

on

IT Work

load

Impro

vemen

ts

Reduc

tion i

n the

Cost

of IT S

ervic

e Deli

very

Reduc

tion i

n the

No. of S

ervic

e Inc

idents

Decre

asing

Serv

ice

Varia

bility

Measu

ring D

eman

d

for I

T Ser

vices

Impro

vemen

t in I

T

Projec

t Suc

cess

Ratio

Incre

ased

Usa

ge of

the I

T Ser

vice C

atalo

g

Incre

ased

Acc

urac

y

of LT F

oreca

sts

Busine

ss Pr

ofitabilit

y

or Rev

enue

ITIL Initiative Success

10%

20%

30%

40%

C-Level

w/o C-Level

50%

60%

70%

80%

90%

100%

84%

68%

83%

74%70%

67%69%

58%

66%63%

56%56%

53%

46% 49%

40%42%

40%

30%32%

28%

Figure 13

29%


in this group, 28% believe these vendors are very importantto the successful ITIL implementation. This view is not consis-tentacrossallsub-groups.Forexample,respondentswhoarev3certifiedaretwiceaslikelyasnon-v3certifiedrespondentstoreportthatvendorsarecritical(32%vs.16%)(see Figures 14–15).

Respondentsinservicemanagerrolesdidnotviewtheuseofthird-party vendors any differently from those in other roles.Likewise,therewasnodifferenceintheviewofvendorsifC-level support was involved, and organizational size is not asso-ciated with perceived difference in the importance of vendors.

Respondentswhoviewvendorsas criticalare twiceas likelyas those who believe them to be marginal to employ a vendor tosupportbusiness/customercommunication (22%vs.10%).The same relationship exists when considering ITIL consulta-tion. Those who view vendors as critical or important are twice aslikelytoemployconsultantsasthosewhoviewvendorsasmarginal(43%vs.20%).Ifyouviewvendorshighly,thenyouare more apt to employ them for professional services (audit-ing and implementation), systems integration, and outsourced services,includingSaaSandhelpdeskmonitoring.

ITILFoundationstrainingwasthemostcommonlyusedthird-party service employed in ITIL initiatives. It was utilized by 71% of the responding organizations. This is more than twice the next highestpercentage,31%forITILconsulting(see Figure 16).

Finally, when asked about the importance of support tools having the capability to align with ITIL processes, the clear ma-jority views that alignment as critical (see Figure17).

FirmagraphicsThe size of both the organizations and IT departments that re-spondentsworkforvariedgreatly.Theindustriesinwhichthe

Importance of Third-Party Vendors

10% 20% 30% 40%

Not v3 Certified

v3 Certified

50% 60% 70% 80% 90% 100%

32%

19%

25%

49%

59%

16%

Figure 14

Critical

Important

Not Important

Importance of Third-Party Vendors

10% 20% 30% 40%

Non-Serivce Mgr

Service Mgr

50% 60% 70% 80% 90% 100%

29%

24%

20%

47%

53%

27%

Figure 15

Critical

Important

Not Important

ITIL Foundations Training 71%

ITIL Consulting 31%

Practicioner Leve Training/Classes 29%

Third-Party Professional Services 26%

Strategic Planning 22%

Outsourced Services 18%

Third-Party Systems Integrators 16%

Business Customer Involvement 15%

Business Customer Communication 14%

Figure 16

Third-Party Services Employed During ITIL Strategy

Figure 17

Somewhat Important

8% Important but Not

Necessary26%

Not Important2%

Very Important

64%

Importance of Tool Alignment


respondentsworkedalsovaried.

Organizational SizeSixty percent of the respondents work in organizations withfewer than 10,000 employees. With that said, larger organiza-tions (>10,000 employees) are more apt than smaller organiza-tions to be following the breadth of ITIL processes. This could be dueinparttoagreaterlikelihoodtohaveadedicatedservicemanager role (see Figure 18).

IT Department SizeFortypercentofrespondentsworkinITorganizationswith175orfeweremployees.LargeITorganizations(3,001+employees)accountedfor19%oftherespondentbase(see Figure 19).

The reduction in the cost of delivering IT services as a priority iseasytoseeforlargerfirms(morethan3,000ITemployees),butthereisalsoaspikeinthismeasureforfirmsinthemiddlerange(176–500ITemployees) (see Figure 20).

Key IndustriesSixindustriesaccountedfor52%oftherespondents:IT-relat-edservices(14%);healthservices(10%);federalgovernment(9%); stateand localgovernment (8%);education (6%);andinsurance,realestate,andlegal(6%).Thesalesrevenuefortherespondent’sorganizations(non-government)variedfromlessthan $100 million annually to over $1 billion (see Figure 21).

Figure 18

Up to 2k32%

Over 10k40%

5k-10k12%

2k–5k16%

Firm Size

Figure 19

IT Department Size

Up to 6021%

60–17520%

176-50022%

3k +19%

501–3k19%

Importance of Cost Reduction by IT Department Size

10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

53%

72%

62%

72%

63%

57%

Figure 20

Up to 60

61 – 175

176 – 500

501 – 3k

3k+

Average

Figure 21

Worldwide Sales Revenue (Non-Government)Under $100

Million 19% $100 Million

to under $1 Billion

16%

$1 Billion or More30%

Unsure15%

Not Applicable

20%


About Global KnowledgeGlobalKnowledgeistheworldwideleaderinITandbusinessskillstraining,withmorethan1,200coursesthatspanfoundationalandspecializedtrainingandcertifications.Ourcoretraining is focusedonCisco,Microsoft,Avaya,VMware,RedHat,businessprocess improvement,and leadershipdevelopment.Wedeliverviatrainingcenters, private facilities, and the Internet, enabling our customers to choose when, where, and how they want to receive training programs and learning services.

Foundedin1995,GlobalKnowledgeemploysmorethan1,300peopleworldwideandisheadquarteredinCary,N.C.ThecompanyisownedbyNewYork-basedinvestmentfirmWelsh,Carson,Anderson,andStowe.Learnmoreat www.globalknowledge.com.

About HDIHDI is a global IT service and technical support membership association and the industry’s premier certification and training body. Guided by an international panel of industry experts and practitioners, HDI is the leading re-source for IT service and technical support emerging trends and best practices. HDI provides members with a vast repositoryofresources,networkingopportunities,andthelargestindustryevent,theHDIAnnualConference&Expo.HeadquarteredinColoradoSprings,CO,HDIofferstraininginmultiplelanguagesandcountries.Formoreinformation, visit www.ThinkHDI.comorcall+1719.268.0174.

HDIispartofUBMTechWeb,adivisionofUnitedBusinessMediaLLC.

Respondent SourcesThe house files of Global Knowledge and HDI served as the source for respondents. These files contain IT profes-sionalswhoareeitherfromHDI’scustomerdatabase(N=55,000)and/orwhohavetakenITILtrainingfromGlobalKnowledgeoritsaffiliates(N=5,665).

DatacollectionwasopenfromAugust15,2010toSeptember10,2010.Duringthisperiod358completedsurveyswere collected via an online survey.

Althoughtherespondent’scomefromadiversebackgroundtheymaynotberepresentativeoftheuniverseofallfirms utilizing ITIL.

N=358respondents.Thereisa+/-5.18%marginoferroratthe95%confidencelevel.

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