How to Transition Away From Your ITIL Consultant
Based on answers to the above, most organizations are not able to dismiss their third party ITIL experts immediately. So the challenge that faces them is how to know how to let them go "when the time is right."
Positioning your organization to effectively and non-disruptively transition from your consultant is a task that should be anticipated and planned for while still deep in the throes of dependency.
Before agreeing to extend any contract with your chosen third party services firm, ensure language is inserted that specifically addresses their obligations with regard to creating a situation where you are no longer dependent on them for assistance.
Items in a relevant scope of work should include the need to:
It is important to note that this is the most important turnover item and also the one least likely to occur, as it requires the consultant to document unpleasant and unflattering truths about the organization they have served.
Also, such a document might be used to prevent the consultant from obtaining future business in other services categories, merely because they had the audacity to voice uncomfortable truths. Yet, with all that said it is critical that this document be delivered.
Some find this task remarkable easy and others not so. Common practice is to give the consulting firm advance notice and to request that all the items discussed above are completed in detail to meet contractual expectations. Either way, their departure should not disrupt the progress, momentum, and perception of success in the overall internal ITIL implementation. If it does, the departure was either premature or insufficiently scripted.
Mike Drapeau is the president of an ITIL consultancy, the Drapeau Group in Atlanta, GA.