- Multiple processes addressing similar issues
Incident Management, Problem Management, and Change Management all deal with resolving system health issues in different ways, creating some overlap in their goals and processes[1].
- Redundant documentation and ticket creation
The process of creating and passing around tickets for incidents, problems, and changes can be redundant in some cases where an issue could potentially be resolved more directly[1].
- Similar activities across processes
Many ITIL V3 processes involve similar activities around planning, monitoring, and reporting. There may be some redundancy in how these common activities are carried out across different processes[1].
- Overlapping responsibilities
Different processes may assign similar responsibilities to different roles, creating potential redundancies in accountability[1].
- Service Measurement redundancies
The ITIL Process Map treats Service Measurement as part of other processes to avoid redundancies, rather than featuring it as a separate process[2].
- Overlap between lifecycle stages
The ITIL V3 Service Lifecycle structure created some confusion and potential redundancies, as processes often cut across multiple lifecycle stages. For example, Knowledge Management was placed under Service Transition but is actually relevant throughout the entire lifecycle[6].
- Redundant organizational structures
Organizations sometimes created separate teams or departments for each of the five lifecycle phases, leading to siloed mentalities and redundant efforts[6].