Microsoft PowerPoint - ITIL and Management Commitment v1
Upcoming SlideShare
Loading in...5
×
 

Microsoft PowerPoint - ITIL and Management Commitment v1

on

  • 1,504 views

 

Statistics

Views

Total Views
1,504
Views on SlideShare
1,504
Embed Views
0

Actions

Likes
0
Downloads
21
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Microsoft PowerPoint - ITIL and Management Commitment v1 Microsoft PowerPoint - ITIL and Management Commitment v1 Presentation Transcript

  • ITIL and Management Commitment Be Prepared Peter Lijnse President © Service Management Art Inc., 2006
  • Agenda • What is Commitment? • ITIL Implementation Activities • Commitment to Change • Tools for change • ITIL and earning commitment © Service Management Art Inc., 2006
  • What is commitment? © Service Management Art Inc., 2006
  • Definition of Commitment Merriam - Webster Dictionary • an act of committing to a charge or trust: – consignment to a penal or mental institution – an act of referring a matter to a legislative committee • an agreement or pledge to do something in the future; – especially : an engagement to assume a financial obligation at a future date – something pledged – the state or an instance of being obligated or emotionally impelled <a commitment to a cause> © Service Management Art Inc., 2006
  • Commitment is necessary Individual commitment to a group effort -- that is what makes a team work, a company work, a society work, a civilization work. Vince Lombardi © Service Management Art Inc., 2006
  • Toyota and American Car Manufacturers Gary Hamel, Harvard Business Review, Feb 2006: Why has it taken America’s automobile manufacturers so long to narrow their efficiency gap with Toyota? In large part, because it took Detroit more than 20 years to ferret out the radical management principle at the heart of Toyota’s capacity for relentless improvement. … it was only after American carmakers had exhausted every other explanation for Toyota’s success—an undervalued yen, a docile workforce, Japanese culture, superior automation—that they were finally able to admit that Toyota’s real advantage was … …its ability to harness the intellect of “ordinary” employees The result: Year after year, Toyota has been able to get more out of its people than its competitors have been able to get out of theirs. © Service Management Art Inc., 2006
  • ITIL Implementation Activities © Service Management Art Inc., 2006
  • Implementation Activities Assess Design Develop Implement Review Assess the Design of the Review the current Development Implementing high level efficiency and efficiency and of procedures, Process and process guide. effectiveness effectiveness work Enabling Selection of of the people, of the process, instructions technology Products, process, people, and supporting Training of People and products and products and documentation Staff Partners partners partners Communication and Education/Training Strategy © Service Management Art Inc., 2006
  • Implementation Steps Assess Design Develop Implement Review • Assess the current processes, people and technology • Recommend areas for improvement Timeframe: 2 to 4 weeks © Service Management Art Inc., 2006
  • Implementation Steps Assess Design Develop Implement Review •Design process Technology Selection •High Level Process Guide •Executive Summary •Goal of Process •Activities (including inputs and outputs) •Roles and responsibilities People Selection •RACI Matrix •Quality Metrics •Audit Criteria •Formal Sign-off Partner Selection Timeframe: 4 to 10 weeks © Service Management Art Inc., 2006
  • Implementation Steps Assess Design Develop Implement Review •Develop Procedures and work instructions •Detailed Support documentation •Category Tables •Priority Tables •Impact assessment charts Technology •Definition of service Development •Reporting procedures and scorecards •Escalation procedures •Risk assessment procedures and tables •CAB structures People Development •Release implementation templates •SLA templates •Change, Configuration and Release Plan •Process scoping documents Partner •Date models for databases (CMDB, CDB, etc.) Underpinning •Tool data input criteria Contracts •RFC form •Etc. Timeframe: 4 to 20 weeks © Service Management Art Inc., 2006
  • Implementation Steps Assess Design Develop Implement Review •Training Development •Training of Staff on: •Process activities •Roles and responsibilities •Enabling technology •Scenario Based Training Go Live Activities Timeframe: 2 to 6 weeks © Service Management Art Inc., 2006
  • Implementation Steps Assess Design Develop Implement Review •Review effectiveness and efficiency •Process •Technology •People •Partners •Customer Satisfaction Improvement Plan Timeframe: 2 to 6 weeks © Service Management Art Inc., 2006
  • The Stages of Commitment © Service Management Art Inc., 2006
  • Degree of Support for the change The stages of Change Commitment Internalization Commitment Phase Institutionalization Adoption Installation Aborted after Extensive Acceptance Phase Implementation Positive Perception Aborted after Initial Implementation Decision not Understanding To implement Preparation Phase Negative Awareness Perception Contact Confusion Unawareness * Based on Daryl Conner, Managing at the speed of change TIME © Service Management Art Inc., 2006
  • Negative Response to Change Active Anger EMOTIONAL RESPONSE Acceptance Bargaining Stability Denial Testing Immobilization Passive Depression TIME * Based on Daryl Conner, Managing at the speed of change © Service Management Art Inc., 2006
  • Positive Response to Change Hopeful Realism Pr iva Pu te bli c Informed Pessimism PESSIMISM CHECKING OUT Informed Optimism Completion Uninformed Optimism TIME * Based on Daryl Conner, Managing at the speed of change © Service Management Art Inc., 2006
  • Activities + Commitment Stages Assess Design Develop Implement Review Preparation Acceptance Commitment Preparation Acceptance Commitment Preparation Acceptance © Service Management Art Inc., 2006
  • Tools of Cooperation © Service Management Art Inc., 2006
  • The Agreement Matrix Broad consensus Extent t o which people agree on what they want Result oriented “Automatic” “just do it” Group Thinking Understand the cause Disparate Interest and effect of No consensus In improvement improvements No consensus Extent to which people agree on cause and effect Broad consensus Based on Christensen, Marx and Stevenson – Harvard Business Review, Oct 2006 © Service Management Art Inc., 2006
  • The Four Types of Cooperation Tools Broad consensus Extent t o which people agree on what they want • Folklore • Charisma • Religion • Rituals • Salesmanship • Vision Leadership Culture • Role Modeling Tools Tools • Tradition • Democracy • Apprenticeship • Negotiation • Strategic Planning • Role Definition • Financial • Transfer Pricing Incentives • Measurement Power • Hiring and Management Systems Promotion • Fiat Tools Tools No consensus • Control • Threats Systems • Coercion • Standard • Training Operating Procedures No consensus Extent to which people agree on cause and effect Broad consensus Based on Christensen, Marx and Stevenson – Harvard Business Review, Oct 2006 © Service Management Art Inc., 2006
  • The Tools of Cooperation and Change One of the rarest managerial skills is the ability to understand which tools will work in a given situation – and not to waste energy or risk credibility using tools that won’t. Christensen, Marx and Stevenson – Harvard Business Review, Oct 2006 © Service Management Art Inc., 2006
  • ITIL and Earning Commitment © Service Management Art Inc., 2006
  • Implementing ITIL • Disparate vision or broad consensus? – Uninformed optimism, Unaware • Disagree with the cause and effect – technology, time spent, leadership/accountability • Tools: – Strategic Visioning – Mobilization workshops – Roles and definition – Negotiation Leadership Culture – Inflicting pain? Tools Tools Power Management Tools Tools © Service Management Art Inc., 2006
  • Implementing Configuration Management • Disparate vision or broad consensus? • Disagree with the cause and effect – technology, time spent, outcomes • Tools: – Vision, sales? – Forcing to use it? – Management/operational procedures? – Training? – Apprenticeship? Leadership Culture Tools Tools Power Management Tools Tools © Service Management Art Inc., 2006
  • Implementing Change Management • Difference in vision between Application Development and Operations • Disagree with the cause and effect – Restricting, link with PMO • Tools: – Vision – Management/operational procedures? – Religion – Incentives? Leadership Culture – Training? Tools Tools – Apprenticeship? Power Management Tools Tools © Service Management Art Inc., 2006
  • Other Techniques • Documentation Strategy • Formal sign-off • Communication Strategy • Return on investment • Apprenticeship / coaching • Visioning © Service Management Art Inc., 2006
  • Just another thought Work on what’s important, not just what’s interesting – there’s an infinite supply of both. Frank Guarnieri, Locus Pharmaceuticals © Service Management Art Inc., 2006
  • Thank You! © Service Management Art Inc., 2006