Notes

The case study has explained several ITIL Dos, one of which is "Engage early with the people who will be working with and within the processes; look into and include them in process development decision-making wherever possible." This best practice emphasizes how crucial it is to involve significant stakeholders as well as process owners right away when implementing ITIL.
The Service Process Manager for Newcastle University, Sharon Mossman, recognized the value of cultural participation in the case study research. She invested time in educating those who run services about the idea regarding service ownership and emphasizing their duties. Sharon made sure that individuals who would be directly impacted by the execution of the ITIL procedures would support it by interacting with service owners as well as involving them when making the process decisions related to development. This early involvement promoted a sense of responsibility and ownership between the stakeholders and helped establish the groundwork for all subsequent processes.
Despite this, one among the ITIL Don'ts listed in the case study is to "Don't do it all at once - find the biggest pain points and try to address those first." This highlights the necessity of setting priorities and concentrating on solving the most pressing problems instead of trying to implement everything of the processes in ITIL at once.
In the case study, Sharon Mossman accepted the need of placing the foundation and gradually enhancing the present systems at a keep up that might be advantageous to the the organization. She begin off by completing the initial research on the service catalogues and incorporating the concept of service being owned. She subsequently collected basic statistics and lessons learned, reviewed them, and made improvements to the Major Incident management procedure. By identifying and addressing each pain point individually, Sharon was able to demonstrate substantial advancements and generate progress towards further ITIL adoption.

With the help of adopting this approach as explained above, Sharon avoided imposing a major change initiative on the company and instead concentrated on small adjustments that would ultimately enhance the management of IT services procedures at Newcastle University.