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6 crucial factors for successful ITSM integrations

Integrating new ITSM software into a company is a crucial process. Successful implementations allow a tool to be used effectively, significantly affecting the longevity of the tool in the environment while preventing churn in the short and medium term.

With a lot at stake during ITSM integrations, it is wise to ensure that the following factors are reflected positively during the implementation journey.

Collaboration between stakeholders

Like any major project within an organisation, stakeholder collaboration is key to its success. This will ensure that the implementation runs smoothly and according to schedule, with the appropriate people performing their roles effectively within the project.


When implementing ITSM solutions it is essential to ensure this is a flexible process, tailored to business needs.

Each implementation requires a detailed understanding of the business need for the ITSM tool. No implementation strategy should be formed without this information, to guard against a rigid ‘one size fits all’ approach.

Long Term View

An ITSM tool, like the roll out of any company-wide software, is a long-term investment encompassing years of use after the software is put in place.

This long-term view should be present in the process of implementation and beyond, ensuring after-care, update support and maintenance of the software to ensure it continues to function optimally.


Training/people awareness

For the tool to be implemented effectively, users need to be educated and trained on its proper use. This will allow users to become self-sufficient in their use of the software and lessen the effect of staff as the tool is onboarded.

Senior Management Championship

The support of senior management is an important asset for any implementation. The last thing any implementation needs is the difficulty of wading through the murky waters of internal politics. With the sponsorship of senior executives, the implementation is given the credence needed for the project to be successful and unmarred by internal dissent.

Go live cake (preferably customised with icing)

Many have derided the use of the ‘Go Live Cake’ as an empty ploy or just an excuse to eat cake. But used properly (and with a sufficient quality of cake) this can prove a solid morale boost for staff exhausted and slightly delirious after a long implementation project and help forge bonds between the implementation team and the end-users.

It is also a marketing opportunity, to raise awareness of what has been done, how this affects the organization and what the future plans are. With all these ingredients in place, you can be confident of a successful implementation.

Author Bio


Richard is the Lead Service Management Consultant for Thebes Group.

Richard has over 15 years’ experience in Service Management, is an ITIL Expert, and has helped drive many organizations in their efforts to implement and imbed mature service management processes. This has comprised of numerous Incident, Request, Problem, Change, Configuration and Release Management processes, in a variety of environments.

His approach is always to look for pragmatic solutions, which provide clear benefit and help achieve valuable business goals.

Richard is also the chair of the BCS Configuration Management Specialist Group (CMSG), and a committee member of the BCS Service Management Specialist Group (SMSG).

Richard speaks publicly, at a number of industry events including BCS, itSMF and Gartner conferences, as well as a number of webcast and webinars.

Follow him on Twitter @Richard_Josey.