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ITSM Academy Webinar - ITSM Adoption: The Ingredients of Success for Organizational Change


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Service Management is performed by people supported by processes and technology. While we can use the ITIL framework for the processes and various ITSM tools as the technology, we still need to …

Service Management is performed by people supported by processes and technology. While we can use the ITIL framework for the processes and various ITSM tools as the technology, we still need to support people as they adapt to the changes required for success. Why is it so difficult? Why doesn’t everyone just follow the process?
This presentation examines organizational change as it relates to ITSM. Join us as we talk about simple ingredients for improving acceptance and reducing your frustration.

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  • 1. ITSM Adoption: The Ingredients of Success for Organizational Change Pamela Erskine November 2013
  • 2. About ITSM Academy  Accredited Education  Certified Process Design Engineer (CPDE)  ITIL® Foundation  ITIL Capability (OSA|PPO|RCV|SOA)  ITIL Lifecycle (SS|SD|ST|SO|CSI)  ITIL Managing Across the Lifecycle (MALC)  ITIL Service Manager Bridge  ISO/IEC 20000 Foundation  MOF Foundation  Practical, Value-Add Workshops  ITSM Leadership  Since 2003 - Tens of Thousands Trained and Certified  ITSM Professional Diplomas  Change/Support/SLM  Public Classes throughout U.S.  Corporate On-Site Classes  Virtual Classes  Courseware Licensing  Corporate & Partner (GEM)  Alumni Program  ITIL, MOF, ISO 20K Overviews  PMI Global Education Provider  Apollo 13, Visible Ops: The Class  Certified Woman-Owned  And more! ITIL® is a Registered Trade Mark of the Cabinet Office. Welcome!
  • 3. Introduction Pam Erskine • Principal Consultant at AdOPT focused on IT strategy, process, and organizational change to improve efficiency, increase effectiveness, and optimize cost • 15+ years of IT senior leadership and organizational change experience • Author of “ITIL and Organizational Change” • itSMF USA Board of Directors • ITIL® Expert and Six Sigma Certifications
  • 4. Pace of Change © 2013 AdOPT
  • 5. Why do we resist change? Why are we really doing this effort? How does this affect me? I’m no longer an expert What if I lose my job? What does this mean for my coworkers? © 2013 AdOPT
  • 6. Symptoms of resistance • False urgency • Missed deadlines • Lack of attendance • Discord between teams • Complacency © 2013 AdOPT
  • 7. Change Models Kotter’s 8 Step Model © 2013 AdOPT
  • 8. Organizational Challenges • Lack of accountability • Leadership cohesion • Actions are not aligned with words • Focusing solely on the schedule © 2013 AdOPT
  • 9. Crucial Elements • Understand the value proposition – Company – Division/Department – Individual • Address the emotion – Often the root cause of behavior • Focus on learning and improvement – Feedback channels © 2013 AdOPT
  • 10. Change Model - Example Simplified Model – Using ADKAR© Awareness Explains “Why” © 2013 AdOPT Desire Participation Knowledge How to Change Ability Performance Reinforcement Sustainment
  • 11. Change Model - Example • Why is the company adopting a Awareness Explains “Why” new ITIL processes? • What is the expected outcome and how is it better? • What problems will be fixed? • What other companies are focused on ITSM? What is their experience? © 2013 AdOPT
  • 12. Change Model - Example • What happens if IT doesn’t focus Desire Participation on facilitating business outcomes? • What if we do nothing? • How do the new processes support teamwork? • How will performance objectives change? © 2013 AdOPT
  • 13. Change Model - Example • What skills and information are Knowledge How to Change needed to be successful? • What documentation is needed to support IT and the business? • What training is needed to support ITSM success? • Is there a coach or a mentor that should be assigned? © 2013 AdOPT
  • 14. Change Model - Example • Have tools been updated and Ability Performance access provided? • How will process owners and managers support the implementation? • What is the escalation path if something goes wrong? • Where are processes, procedures, and work instructions located? © 2013 AdOPT
  • 15. Change Model - Example • Are there any incentives that can Reinforcement Sustainment be used to promote the success of ITSM changes? • Have performance objectives and compensation been updated? • Were job descriptions updated to reflect new skills or ITSM related certifications? © 2013 AdOPT
  • 16. 4 Focus Areas for Success Planning • Develop an organizational change plan • Add tasks into the project plan • Use a change model to guide task definition © 2013 AdOPT
  • 17. 4 Focus Areas for Success ” Example from “ITIL and Organizational Change Desired State Objective 1.) Increase IT staff engagement in determining process improvement opportunities. 2.) Reinforce accountability for improving incident management service level compliance. © 2013 Pamela Erskine Gap ·Staff suggest ways to be more effective in supporting the business ·Staff input is valued by the management team ·Team members are tasked with implementing suggested improvements ·Staff rarely make suggestions for improvement ·Leaders may not acknowledge suggestions appropriately ·Staff work cross functionally to resolve incidents ·Team work is heightened and department silo's are minimized ·Strong focus on metrics to drive improvement and understand challenge areas ·IT silo's impact the ability to meet service levels ·Staff at all levels are not held accountable for SLA compliance Activities/Tasks ·Develop incentives plan to encourage suggestions ·Create a process for submitting suggestions ·Form a review council including cross functional leadership and staff ·Create a baseline metrics for existing process ·Develop objectives for management team and staff ·Conduct focus group regarding necessary process and system enhancements ·Communicate expectations Provide training and documentation Success Measure Start Date End Date ·Increase in number of suggestions ·Improved employee engagement scores Captured in the % of suggestions project plan implemented ·Compliance against service levels ·Progress against objectives ·Employee satisfaction scores Captured in the project plan Actual Outcome TBD TBD
  • 18. 4 Focus Areas for Success Engagement • Recognize the value of existing resources • Involve those closest to the IT work • Ensure leaders are engaged as well • Utilize focus groups, surveys, interviews, process observation, brainstorming sessions, etc. to gather information and develop solutions © 2013 AdOPT
  • 19. 4 Focus Areas for Success Communication • Define stakeholders and information needs first • Include key messages, methods, and schedule • Use a change model to help with schedule and content • Add tasks into the project plan © 2013 AdOPT
  • 20. 4 Focus Areas for Success Metrics • Understand and publicize the existing baseline numbers • Establish a routine review of performance • Highlight both improvements and challenge areas • Value transparency and feedback © 2013 AdOPT
  • 21. Summary ITSM Success • It is more than just processes and tools • Requires you to appeal to the hearts and the minds of those involved • Strong planning, staff engagement, communications, and metrics are the key to success © 2013 AdOPT
  • 22. Questions Contact Information: Pamela Erskine Phone: 520-591-2427 Twitter: @adoptitil