Can small enterprises use ITIL "?

In small IT departments, there are obviously urgent IT management needs. However, the current price, implementation cycle, complexity, and occupation of Human Resources of mainstream ITSM solutions make them unbearable.
Lao Zhang, the computer department manager of PUFA machinery company, takes over a dozen employees. After years of construction and accumulation, the information system of huaning has begun to take shape, interconnected high-speed campus broadband networks and hundreds of square meters of data centers. The MIS system has been put into operation for two years, and the ERP system has been built and put into operation. These systems cover thousands of users, from grass-roots managers to factory leaders, the professional production management system introduced along with the production line is also interconnected through the campus network and ERP system.
In the face of the increasing number of business systems, Lao Zhang felt that he was increasingly unable to cope with the problem, and his internal management problems were becoming increasingly prominent. The most prominent thing is that many people are involved. On the one hand, ERP, MIS and other systems are all "resource-consuming projects" that require continuous investment, with new demands constantly, it takes up to four or five employees. On the other hand, as the number of campus online applications and the number of users increases, the number and difficulty of faults also increases proportionally. In addition, the computer usage level of plant users is uneven, the daily maintenance of desktop machines in the factory area dragged four or five employees.
It is difficult for factories and mining enterprises to recruit talents. The Department has only a few experienced backbones and college students, all of which share their respective responsibilities. Other students who have just graduated from the secondary school and seconded workers in the workshop can only run errands. Due to the lack of manpower in the Department, daily faults and chores will always be "endless, spring breeze blowing and born ".
Lao Zhang believes that "the passive and chaotic work situation can be reversed to improve the skills of employees in the department ." It is imperative. Otherwise, problems may occur in the information system and internal departments ." Lao Zhang heard that ITIL and ITSM are effective tools to help it departments standardize internal management and improve operation and service levels. However, he also heard that such projects belong to the "icing on the cake" type, and are still trying in major industries such as banking and telecommunications. Unlike these industries, huaning is prone to Construction of ITSM in millions and tens of millions. In the opinion of the factory leaders, every penny of money will be paid for the benefits. The measurable benefits must be seen in the construction of the IT management project. What Lao Zhang cannot see clearly is, can ITIL solve the current problem? Can they use ITIL for internal management? How should we use ITIL?
In fact, Lao Zhang faces a common problem in most IT departments of small and medium-sized enterprises. According to the statistics of the National Statistics Department, there are already more than 40 million small and medium-sized enterprises in China, accounting for 99.6% of the total number of enterprises in the country. About 0.2 million IT applications accounted for about 1 million, and about of IT applications reached "continuous scale. The so-called "continuous scale" refers to the enterprise management and business applications supported by it, such as the production line management system of textile mills and the ERP system of air-conditioning manufacturing enterprises. These enterprise IT applications originated in the desktop office field and accounting computerization. After being influenced by Internet and enterprise management, they gradually built websites, Internet access and enterprise management systems.
Many small and medium-sized enterprises share the following requirements with Lao Zhang's PUFA machinery company in terms of IT management:
◆ Information systems have become essential elements for production and office work. IT systems will become the infrastructure for social production and life in the near future, just like water supply and power supply. However, compared with IT application-intensive and business-dependent units such as finance and Telecom, the IT infrastructure of these units is still relatively weak. Especially, the IT management system and system are very imperfect.
◆ These enterprises have not yet or just got rid of the survival crisis, and their strategies are usually centered on "open-source and throttling". Those units that spend their national budgets also need to be carefully calculated. It is their common pursuit to spend less or even not spend more to do things. Their IT departments are often in a state of overload and passive coping; their investment return requirements for IT management are still quite different from what the current mainstream solutions can do.
◆ The smaller the IT department, the more rough the division of labor, the more demanding one person can. The IT managers and employees of these organizations are often not only responsible for the construction and maintenance of IT systems, but also for telephone system maintenance and office supplies management. They must not only undertake routine and specific support and maintenance work, it is also responsible for item procurement, project management, development and testing. It is a common phenomenon that people have less things and more complex things.
It can be seen that there is a strong and urgent IT management demand in this so-called "small IT department. However, the current price, implementation cycle, complexity, and occupation of Human Resources of mainstream ITSM solutions make them unbearable.
So can these IT departments use ITIL? Should roles be merged to simplify the process? Or choose to implement only one or more processes? ITIL is limited to IT support services, or can it be expanded to telephone system maintenance, office services, project management, development and test management, and other fields?
For a long time, it seems to be not the cost center of an enterprise, but a weakness. These problems have led more and more enterprise managers to realize that IT service management needs to be optimized and strengthened. The rapid development of business makes IT systems more and more complex, and business response requirements for IT services are getting higher and higher. Isolated and discrete service management mechanisms and inconsistent process management, how resources are configured and internal coordination have plagued CIOs... (Post)
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Can small enterprises use ITIL "?