ITIL®, que faire dans votre situation ?
Consult this IA-Book and ask it your questions.
Editorial
In the 2000s, I was pressured to adopt ITIL as a project management tool. I refused. What was being proposed to me did not seem suitable for the work I had to carry out.
I have therefore never used ITIL. I want to make this clear, as I am signing the preface of a book dedicated to it today. However, I have followed its evolution, with the interest I have in approaches that can help organizations function better.
This experience left me with a question: why do we sometimes impose an approach before explaining its purpose to the people who will have to implement it?
It is to these people that I wish to address myself first. To those who see new words, new procedures, new validation circuits appearing, without always understanding what difficulty we are trying to solve. To those who would like to ask questions, but are met with words, a framework, a decision already made, or the assurance of someone who knows.
I have a long-standing distrust of experts when they make their knowledge a boundary that others are not allowed to cross. I appreciate skills, experience, and the ability to shed light on a situation. I am wary of certainties that dispense with listening.
Two reflections from Henry Ford accompany this conviction:
“No man considers himself an expert if he really knows his job.”
“As soon as one adopts the mental attitude of the expert, one immediately finds oneself faced with numerous impossibilities.”
Expertise should help to understand possibilities and constraints. It should allow for the explanation of a decision, the examination of an objection, and, when the facts demand it, the reassessment of one's judgment. It becomes an obstacle when it requires adherence before understanding.
ITIL concerns services that involve users, business managers, IT teams, executives, and suppliers. An approach that affects so many stakeholders deserves to be understood beyond a circle of specialists. Those who experience the consequences have observations and questions that should be taken into account.
This book aims to provide them with reference points. What are we trying to improve? Who should benefit from it? Why this rule, this validation, or this tool? What risks do we want to manage? What can be adapted? How will we know that the operation has become better?
These questions are legitimate. Asking them can help a deployment succeed, reveal an inconsistency, or avoid unnecessary complications. An organization benefits from being able to explain its choices in words that the concerned individuals understand.
The title summarizes the intention: “ITIL®, what to do in your situation?” Your situation, with its resources, constraints, people, and stakes. A small team does not operate like a large group. A critical service is not treated like a secondary commodity. A good practice must be understood deeply enough to be applied judiciously.
The choice of an IA-Book contributes to this intention. You can enter the content through a difficulty, a term that eludes you, a decision to be made, or a proposal you wish to examine. You can ask for an explanation, confront options, and revisit a point. The relevance of the answers will also depend on the elements you provide about your context.
I hope this book helps you take your place in the discussion. To better understand what is being proposed to you, to recognize what can be useful, and to formulate
I have therefore never used ITIL. I want to make this clear, as I am signing the preface of a book dedicated to it today. However, I have followed its evolution, with the interest I have in approaches that can help organizations function better.
This experience left me with a question: why do we sometimes impose an approach before explaining its purpose to the people who will have to implement it?
It is to these people that I wish to address myself first. To those who see new words, new procedures, new validation circuits appearing, without always understanding what difficulty we are trying to solve. To those who would like to ask questions, but are met with words, a framework, a decision already made, or the assurance of someone who knows.
I have a long-standing distrust of experts when they make their knowledge a boundary that others are not allowed to cross. I appreciate skills, experience, and the ability to shed light on a situation. I am wary of certainties that dispense with listening.
Two reflections from Henry Ford accompany this conviction:
“No man considers himself an expert if he really knows his job.”
“As soon as one adopts the mental attitude of the expert, one immediately finds oneself faced with numerous impossibilities.”
Expertise should help to understand possibilities and constraints. It should allow for the explanation of a decision, the examination of an objection, and, when the facts demand it, the reassessment of one's judgment. It becomes an obstacle when it requires adherence before understanding.
ITIL concerns services that involve users, business managers, IT teams, executives, and suppliers. An approach that affects so many stakeholders deserves to be understood beyond a circle of specialists. Those who experience the consequences have observations and questions that should be taken into account.
This book aims to provide them with reference points. What are we trying to improve? Who should benefit from it? Why this rule, this validation, or this tool? What risks do we want to manage? What can be adapted? How will we know that the operation has become better?
These questions are legitimate. Asking them can help a deployment succeed, reveal an inconsistency, or avoid unnecessary complications. An organization benefits from being able to explain its choices in words that the concerned individuals understand.
The title summarizes the intention: “ITIL®, what to do in your situation?” Your situation, with its resources, constraints, people, and stakes. A small team does not operate like a large group. A critical service is not treated like a secondary commodity. A good practice must be understood deeply enough to be applied judiciously.
The choice of an IA-Book contributes to this intention. You can enter the content through a difficulty, a term that eludes you, a decision to be made, or a proposal you wish to examine. You can ask for an explanation, confront options, and revisit a point. The relevance of the answers will also depend on the elements you provide about your context.
I hope this book helps you take your place in the discussion. To better understand what is being proposed to you, to recognize what can be useful, and to formulate
Book content
You are asked to apply ITIL, but you do not always understand what this approach is supposed to improve? You encounter new terms, new procedures, or new validation circuits without their purpose being clearly explained to you? You want to know what can be useful in your organization and what deserves to be questioned or adapted?
This IA-Book provides you with benchmarks to understand best practices, examine the proposed choices, and act with discernment. It is aimed at users, operational teams, managers, and executives who want to connect ITIL to the realities of their activity.
Its starting point is your situation: the services you provide or use, the difficulties encountered, the available resources, and the expected results. It helps to formulate the right questions: what problem are we trying to solve? Who should benefit from it? Why this rule or this validation? How to verify that the operation is improving?
CONCRETE SITUATIONS TO UNDERSTAND AND ACT
The book examines common difficulties faced by organizations: overwhelmed support, recurring failures, risky updates, unclear responsibilities, difficult-to-manage providers, or dissatisfied users despite good indicators.
For each situation, it proposes identifying symptoms, examining possible causes, recognizing useful practices, and choosing initial actions. It specifies frequent mistakes, necessary checks, and circumstances that require a different approach.
It also addresses the coordination of a major incident, recovery after interruption, slowdowns during peak periods, access, preparation of a new service, and the withdrawal of a service that has become unnecessary.
AN ORGANIZATION PROPORTIONATE TO NEEDS
How to start without transforming everything? Who should decide, implement, inform, and verify? What commitments, documents, and tools are truly necessary? How to measure progress without multiplying dashboards?
These questions are addressed with constant attention to resources, risks, and people. A small team can structure its operations with simple rules; a critical service may require more in-depth controls. The goal is to understand what justifies each choice and to be able to assess its effects.
An explained glossary facilitates access to terminology. The guiding principles and the four dimensions of ITIL are presented in their practical scope. The fictional illustrations are identified as such and help to make the mechanisms more concrete.
AN IA-BOOK TO QUESTION BASED ON YOUR REALITY
You can enter the content through an unknown term, a difficulty experienced, a decision to be made, or a proposal to be examined. You can request an explanation, compare options, and delve into a point according to your needs.
The elements you bring about your context allow for better orientation of the exploration. The proposed avenues remain to be confronted with the facts, responsibilities, and constraints of your organization.
Gilles de Chezelles approaches ITIL with his experience in projects, support, and organizations in difficulty. He defends your right to understand, to be able to examine the reasons, and to help you participate in their potential adaptation.
ITIL®, what to do in your situation? is an independent work by Gilles de Chezelles, without affiliation, partnership, approval, or certification from PeopleCert or AXELOS. ITIL® is a registered trademark of the PeopleCert group. References to ITIL identify the subject of the book and do not imply any official status. This independence also concerns the responses of the IA-Book.
This IA-Book provides you with benchmarks to understand best practices, examine the proposed choices, and act with discernment. It is aimed at users, operational teams, managers, and executives who want to connect ITIL to the realities of their activity.
Its starting point is your situation: the services you provide or use, the difficulties encountered, the available resources, and the expected results. It helps to formulate the right questions: what problem are we trying to solve? Who should benefit from it? Why this rule or this validation? How to verify that the operation is improving?
CONCRETE SITUATIONS TO UNDERSTAND AND ACT
The book examines common difficulties faced by organizations: overwhelmed support, recurring failures, risky updates, unclear responsibilities, difficult-to-manage providers, or dissatisfied users despite good indicators.
For each situation, it proposes identifying symptoms, examining possible causes, recognizing useful practices, and choosing initial actions. It specifies frequent mistakes, necessary checks, and circumstances that require a different approach.
It also addresses the coordination of a major incident, recovery after interruption, slowdowns during peak periods, access, preparation of a new service, and the withdrawal of a service that has become unnecessary.
AN ORGANIZATION PROPORTIONATE TO NEEDS
How to start without transforming everything? Who should decide, implement, inform, and verify? What commitments, documents, and tools are truly necessary? How to measure progress without multiplying dashboards?
These questions are addressed with constant attention to resources, risks, and people. A small team can structure its operations with simple rules; a critical service may require more in-depth controls. The goal is to understand what justifies each choice and to be able to assess its effects.
An explained glossary facilitates access to terminology. The guiding principles and the four dimensions of ITIL are presented in their practical scope. The fictional illustrations are identified as such and help to make the mechanisms more concrete.
AN IA-BOOK TO QUESTION BASED ON YOUR REALITY
You can enter the content through an unknown term, a difficulty experienced, a decision to be made, or a proposal to be examined. You can request an explanation, compare options, and delve into a point according to your needs.
The elements you bring about your context allow for better orientation of the exploration. The proposed avenues remain to be confronted with the facts, responsibilities, and constraints of your organization.
Gilles de Chezelles approaches ITIL with his experience in projects, support, and organizations in difficulty. He defends your right to understand, to be able to examine the reasons, and to help you participate in their potential adaptation.
ITIL®, what to do in your situation? is an independent work by Gilles de Chezelles, without affiliation, partnership, approval, or certification from PeopleCert or AXELOS. ITIL® is a registered trademark of the PeopleCert group. References to ITIL identify the subject of the book and do not imply any official status. This independence also concerns the responses of the IA-Book.
About the author
Entrepreneur, consultant, project manager, inventor, and facilitator, Gilles de Chezelles has been working for over forty years with organizations, teams, and idea holders. His career has led him to work in engineering, telecommunications, information systems, and innovation, often in complex situations where clarity and the ability to act must be regained.
Throughout these experiences, one concern has emerged: enabling individuals to understand the situation they are in and to take their place in the decisions that affect them.
SUPPORTING PEOPLE IN THEIR REALITY
Gilles pays particular attention to those who must operate an organization on a daily basis: the teams that absorb unforeseen events, the managers who make decisions under constraints, and the individuals who are asked to adopt a new way of working.
His support begins with listening. What are they trying to achieve? What is preventing them from moving forward? What resources do they have? What constraints must they respect? A solution must be understandable and applicable by the people who will have to implement it.
Clarifying a difficulty, making a responsibility explicit, or helping someone formulate a question can represent a decisive advancement. Gilles seeks to strengthen this capacity to understand and act, so that the support gradually develops autonomy.
THE "DÉMERD'MAN": REGAINING A POSSIBILITY OF ACTION
Gilles willingly claims the nickname "démderd'man." He sees it as a way to approach difficult situations: looking at reality, connecting information, mobilizing people, and seeking the next useful action, even when resources are limited.
This mindset combines pragmatism, creativity, and a sense of responsibility. It leads to simplifying what can be simplified, making obstacles visible, and explaining necessary trade-offs. It also involves recognizing when an option is too risky, when a goal needs to be revised, or when an additional skill is essential.
The goal is to make work possible and to preserve individuals' ability to continue it over time.
TRANSMITTING THROUGH TOOLS THAT ALLOW FOR QUESTIONING
His interest in invention, continuous improvement, and supporting project holders extends this approach. Gilles enjoys bringing ideas to the surface, confronting them with constraints, and helping their authors give them a concrete form.
With the AI-Books, he explores a way of transmitting knowledge where the reader can enter through their own question. A concept can be explained, a difficulty examined, and several options put into perspective based on the elements provided by the person.
This possibility for dialogue serves an ambition: to make knowledge more accessible and to strengthen the reader's judgment. An answer, even one confidently formulated by artificial intelligence, should be able to be questioned and confronted with the context.
HIS VIEW ON ITIL
Gilles does not present himself as a practitioner of ITIL. In the 2000s, he refused its use as a project management tool in the context that was proposed to him. However, he has followed its evolution.
His contribution to this work comes from his experience with projects, organizations, and individuals faced with processes they must apply without always understanding their purpose.
With "ITIL®, what to do in your situation?", he aims to provide them with benchmarks to understand intentions, examine proposals, and participate in their adaptation. He advocates the right to ask why a practice is retained, what it should improve, and how its results will be evaluated.
His conviction is that methods gain their value only in the service they provide.
Throughout these experiences, one concern has emerged: enabling individuals to understand the situation they are in and to take their place in the decisions that affect them.
SUPPORTING PEOPLE IN THEIR REALITY
Gilles pays particular attention to those who must operate an organization on a daily basis: the teams that absorb unforeseen events, the managers who make decisions under constraints, and the individuals who are asked to adopt a new way of working.
His support begins with listening. What are they trying to achieve? What is preventing them from moving forward? What resources do they have? What constraints must they respect? A solution must be understandable and applicable by the people who will have to implement it.
Clarifying a difficulty, making a responsibility explicit, or helping someone formulate a question can represent a decisive advancement. Gilles seeks to strengthen this capacity to understand and act, so that the support gradually develops autonomy.
THE "DÉMERD'MAN": REGAINING A POSSIBILITY OF ACTION
Gilles willingly claims the nickname "démderd'man." He sees it as a way to approach difficult situations: looking at reality, connecting information, mobilizing people, and seeking the next useful action, even when resources are limited.
This mindset combines pragmatism, creativity, and a sense of responsibility. It leads to simplifying what can be simplified, making obstacles visible, and explaining necessary trade-offs. It also involves recognizing when an option is too risky, when a goal needs to be revised, or when an additional skill is essential.
The goal is to make work possible and to preserve individuals' ability to continue it over time.
TRANSMITTING THROUGH TOOLS THAT ALLOW FOR QUESTIONING
His interest in invention, continuous improvement, and supporting project holders extends this approach. Gilles enjoys bringing ideas to the surface, confronting them with constraints, and helping their authors give them a concrete form.
With the AI-Books, he explores a way of transmitting knowledge where the reader can enter through their own question. A concept can be explained, a difficulty examined, and several options put into perspective based on the elements provided by the person.
This possibility for dialogue serves an ambition: to make knowledge more accessible and to strengthen the reader's judgment. An answer, even one confidently formulated by artificial intelligence, should be able to be questioned and confronted with the context.
HIS VIEW ON ITIL
Gilles does not present himself as a practitioner of ITIL. In the 2000s, he refused its use as a project management tool in the context that was proposed to him. However, he has followed its evolution.
His contribution to this work comes from his experience with projects, organizations, and individuals faced with processes they must apply without always understanding their purpose.
With "ITIL®, what to do in your situation?", he aims to provide them with benchmarks to understand intentions, examine proposals, and participate in their adaptation. He advocates the right to ask why a practice is retained, what it should improve, and how its results will be evaluated.
His conviction is that methods gain their value only in the service they provide.