Managing across the ITIL Lifecycle - ITSM Academy Webinar
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Managing across the ITIL Lifecycle - ITSM Academy Webinar

Managing across the ITIL Lifecycle - ITSM Academy Webinar

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  • This presentation focuses on the Service Strategy stage of the lifecycle. The underlying “story” is that
  • The underlying “story” of this presentation is ensuring IT’s services are aligned with business needs – i.e., what customers value – and developing the capability to provide superior performance to competing alternatives.
  • Source: SS 9.1Key concepts: Service Management processes are a means and not the end They are necessary because working together they produce the characteristics of service that define value for the customerFrom ITIL:The natural tendency is to break services down intodiscrete processes managed by different groups withspecialized knowledge, experience and resources. Thisapproach is useful. However, the more divided a system,the greater the need for coordination betweencomponents. An automobile, for example, is more than acollection of parts. The parts by themselves do not have alife of their own. The most significant breakthrough inbraking systems for automobiles is not from simplyenhancing the performance of brake pads or rotors, butfrom extending the braking system to include not only thebrake components, but also road and weather conditions,changing the driver’s mental model of how brakes are tobe applied, and the dynamic interactions between these elements. The systems view led designers to move beyondsimply continual improvements in materials science andmanufacturing to the counterintuitive idea of anti-lockbraking systems (ABS) which compensate for variationsin weather conditions and driver skills.
  • Source: SS 6.4
  • Source: SS 6.4
  • Source: CSI 8.4.9Key concepts: Mention that if you change people’s behaviors, those new behaviors become the organization’s new culture over time Emphasize that if you reward employees who maintain the status quo then that is what you will get It is hard to change people’s behavior when they get rewarded for doing what they do today Emphasize that employees won’t change if there isn’t any monitoring or checking to ensure they are completing their assigned tasks They also won’t change if management isn’t being a role model
  • Source: ST 5.2.10Discussion topic: Discuss with learners examples of techniques that they have found do and do not work in organizationsBook alert: Direct learners to the book and discuss Table 5.7 (p. 170) for tips (do and don’ts) for managing change
  • Source: ST 5.2.10.4Key concepts: Before you can develop strategies that will help people overcome resistance, you must first understand why they are resisting Briefly discuss these reasons and techniques that can be used to overcome this resistance
  • Source: SS 6.1.7
  • Source: ST 5.2.3
  • Source: ST 5.2.6, 5.2.7Book alert: Direct learners to the book and discuss the work product examples in Table 5.4 (p. 167) Also discuss Table 5.5 and Table 5.6 Note the evidence suggested relative to the role and skills assessment checklist (Table 5.5) Point out that the feedback survey represents the perspective and perception of the stakeholders (Table 5.6)
  • Source: ST 5.2.10.3
  • Source: SO 8.1Key concepts: Service Operation should strive to achieve stability – but not stagnation! There are many valid and advantageous reasons why ‘change is a good thing’ – but Service Operation staff must ensure that any changes are absorbed without adverse impact upon the stability of the IT services being offeredFrom ITIL:8.1.1 Change triggersThere are many things that may trigger a change in theService Operation environment. These include:■ New or upgraded hardware or network components■ New or upgraded applications software■ New or upgraded system software (operating systems,utilities, middleware etc. including patches andbug fixes■ Legislative, conformance or governance changes■ Obsolescence – some components may becomeobsolete and require replacement or cease to besupported by the supplier/maintainer■ Business imperative – you have to be flexible to workin ITSM, particularly during Service Operation, andthere will be many occasions when the business needsIT changes to meet dynamic business requirements■ Enhancements to processes, procedures and/orunderpinning tools to improve IT delivery or reducefinancial costsChanges of management or personnel (ranging fromloss or transfer of individuals right through to majortake-overs or acquisitions)■ Change of service levels or in service provision –outsourcing, in-sourcing, partnerships, etc.
  • Source: CSI 8.4.9 Key concepts: Point out that when an organization has embraced CSI, the new organizational structure and technology receives overwhelming attention and almost no attention is paid to the effect on the culture Training and awareness are needed to point out the results of undesirable behaviors and create a vision of the results that can be achieved with new behaviors Remind learners that culture includes aspects such as The way authority is exercised and people rewardedMethods of communicationThe degrees of formality required in working hours and work attire The extent to which procedures and regulations are enforced
  • Source: CSI 8.4Book alert: Direct learners to the book and discuss in detail Figure 8.2 (p. 157). Discuss each angle… the steps to be taken, and the quotes regarding what happens if the steps aren’t taken.Key concepts: Discuss each bullet Elaborate with examples from the text (sections 8.4.1 – 8.4.8) Encourage learners to carefully read this section and understand that this list reflects both what steps to take and reasons why CSI efforts fail
  • CSI 8.4.8, 8.4.9Key concepts: Speak to the fact that culture is neither good or bad (CSI 8.4.9)…it’s just there Changing culture begins with changing people’s behavior You may need to start by hiring people with experience Inducting new employees and training existing employees helps people see where the organization is heading (the vision) and understand how they contribute Emphasize that it’s important to ensure effective reporting is always driving positive behavior (what gets rewarded gets done) and that people understand that results are being tracked (you get what you inspect
  • Source: SD 6 - Introduction
  • Source: SD 6.1, 6.2Key concepts: When designing a service, particularly with multiple sourcing options, it is imperative that all roles and responsibilities are clearly defined. Being clear on who has input, who decides and who takes action will enable the company to move forward rapidly. Analyzing a RACI can help balance workloads and ensure that the right people or groups are involved at the right level for each activity.

Managing across the ITIL Lifecycle - ITSM Academy Webinar Managing across the ITIL Lifecycle - ITSM Academy Webinar Presentation Transcript

  • Managing Across the Lifecycle
    Welcome
  • Accredited Education
    ITIL® Foundation
    ITIL® Foundation and Managers Bridge
    ITIL® Lifecycle, Capability and MALC
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    And More!
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    Courseware Licensing
    Alumni Program
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    Federal Government (GSA) Contractor
    Certified Woman-Owned
    Tens of thousands of learners trained since 2003
    About ITSM Academy
    Welcome!
  • Agenda
    Understanding how organizational change helps manage across the lifecycle
    Identifying organizational change aspects in each lifecycle stage
    Guidance on introducing change to your organization
    © Crown copyright 2007. Reproduced under license from OGC.
  • Managing Across the Lifecycle
    A truly integrated lifecycle approach requires
    More than implementing individual processes or stages
    Consideration of organizational structure and culture
    Institutionalization of processes
    A commitment to continual service improvement
    Time to learn, adapt and mature
    Critical Success Factors, KPIs and metrics
    Assigning roles and responsibilities
    Managing organizational change is an important element of managing IT services.
  • IT is a Complex System
    IT is a complex system built on the interdependent components of people, processes and technologies.
    Complex systems face unusual challenges because they
    Are adaptive and self-organizing
    Can be self-stabilizing and policy resistant
    May overwhelm our ability to understand them
    Have limited learning horizons that react and predict instead of learning from events
    May break services into discrete processes managed by different groups that require coordination
    May not see the long-term consequences of decisions and actions
    May resist change
  • What is Organizational Culture?
    Organizational culture is a set of share values and norms that control the IT organization’s interactions with each other and customers.
    Terminal value are desired outcomes
    Quality, excellence
    Reliability
    Innovation
    Profitability
    Instrumental values are desired behaviors
    High standards
    Respecting tradition and authority
    Acting cautiously or conservatively
    Being frugal
  • Analyzing Organizational Culture
    To analyze organizational culture
    Identify terminal and instrumental values
    Determine if goals, norms and rules are relaying the value of the organizational culture to staff
    Identify areas of improvement
    Assess how IT introduces new staff learn the organizational culture
    Culture is transmitted to staff through socialization, training, stories, ceremonies and language.
  • Changing Organizational Culture
    Don’t start out to change the culture - change people’s behavior
    Senior management plays an important part and must
    Follow processes (be a role model)
    Reward people for following processes
    Reward people for CSI
    HR must help as changing employees’ behavior is directly tied to
    Job descriptions including SM responsibilities and CSI activities
    Employees’ goals and objectives
    Performance plans should be directly related to fulfilling responsibilities and expectations
    Recognition and rewards should be based on performance
    Training, creating awareness and tracking results are important
    What gets rewarded gets done.
    You get what you inspect not what you expect.
  • Change Must be Managed
    Senior executives often
    Skip organizational change
    Dictate behavior
    Such an approach
    May work in the short term
    Typically falls apart in the executive’s absence
  • Why Do People Resist Change?
    Loss of control
    Excessive personal uncertainty
    Dislike surprises
    It’s different or unfamiliar
    Loss of face
    Fear around competence
    Ripples
    Increase in workload
    Past resentments
    Real threats
  • Managing Organizational Change
    Resistance to change will force the organization to revert to previous behavior unless steps are taken to refreeze the new change.
    © Crown copyright 2007. Reproduced under license from OGC.
    Diagnose why there is a need for change
    Determine the desired state
    Implement the change using the three step process
    Identify possible impediments
    Decide who will be responsible for implementation and control
    Select the strategy that will be the most effective in the three steps
  • Organizational Change and the Service Lifecycle
  • The Service Lifecycle and Organizational Change
    Service Strategy and Service Design
    Assess the organization’s culture
    Assess the IT organization’s transition capabilities and capacity
    Design the organizational change
    Service Transition ensures
    The organization and stakeholders are ready
    The change
    Happens as planned
    Delivers the predicted organization, capabilities and resources
  • Organizational Change Deliverables
    Service Strategy and Service Design may provide a
    Stakeholder map
    Organization and capability assessment
    Required competency model and competency assessments
    Constraints (including organization, capability, resources)
    Communication Plan
    Service Management process model
    Policies, processes and procedures
    RACI matrix for managing change
    Relationship management
    Supplier framework
    Service Transition may also validate approaches to career
    planning, performance evaluations, rewards and compensation and recruiting and selection.
  • Organizational Change Strategies
    Strategies can be used to
    Assess the approach from Service Design
    Manage change during Service Transition
    Identify issues and risks
    Strategies include
    • Education and commitment
    • Participation and involvement
    • Facilitation and support
    • Negotiation and agreement
    • Manipulation and assimilation
    • Explicit and implicit coercion
    • Rewarding desirable behavior
    • Identifying and addressing dislikes
    • Being sensitive
    • Being a role model
    • Using peer group pressure
    • Celebrating success
  • Managing Change in Service Operation
    What triggers Service Operation change?
    New or upgraded HW, SW, network or systems
    Legislative, conformance or governance changes
    Obsolescence
    Changing business requirements
    Process enhancements including new tools
    Management or staff changes
    Service level or provision changes including outsourcing
  • CSI and Organizational Culture
    Culture is
    A key issue in implementing CSI
    Continually named as a barrier in realizing organizational change
    Process reengineering changes everything
    People, processes, technology, management
    The softer aspects of organizational change must be considered in order to improve
    Resistance to change
    Gaining commitment
    Empowering, motivating, involving and communicating with stakeholders
    Continual improvement requires moving away from the hero mentality and focusing more on proactive planning and improving.
  • Transforming Your Organization
  • Eight Steps to Transforming your Organization
    Create a sense of urgency
    Form a guiding coalition
    Create a vision
    Communicate the vision
    Empower others to act on the vision
    Plan for and create short-term wins
    Consolidate improvements and produce more change
    Institutionalize the change
    Source: Eight Steps to Transforming your Organization
    John P. Kotter
  • How to Institutionalize Change
    Hire people with ITIL or proven customer / service oriented experience
    Induct new employees (business and IT)
    “This is the way we do things”
    Offer ITIL and service management training
    Ensure goals and reporting match changing requirements
    Ensure action items are identified and acted upon
    Integrate IT solutions and projects into existing processes
    Ensure everyone knows what to do, when to do it and how to do it
  • Use a RACI Chart
    Identify the activities/processes
    Identify/define the functional roles
    Conduct meetings and assign the RACI codes
    Identify any gaps or overlaps – for example, where there are two Rs or no Rs (see analysis below)
    Distribute the chart and incorporate feedback
    Ensure that the allocations are being followed
    Being clear on who has input, who decides and who takes action
    will enable the company to move forward rapidly.
  • Analyzing RACI Models
    Analyzing the RACI model avoids conflicts and balances workloads.
    Too many As for one role
    Are duties segregated?
    Should someone else be accountable?
    Is this causing a bottleneck?
    Too many Rs for one role
    Is this too much for one function or person to handle?
    No empty spaces for a role
    Does this role need to be involved in so many tasks?
    More than one A
    One role should be accountable
    More than one R
    If roles are unclear, no one will take full responsibility
    No Rs
    Must have at least one
    Too many Cs
    What are the requirements or benefits for involving many roles?
    No Cs
    Do communication channels encourage consultations?
    Functional Role Analysis
    Activity Analysis
  • Thank You for Attending
    You’ll know you’ve succeeded when people defend procedures, make suggestions and are proud of accomplishments.
    That’s when you are truly “managing across the lifecycle”.
    Questions?
    www.itsmacademy.com
  • ITSM Academy is Licensed by the Commission for Independent Education, Florida Department of Education, offering occupational ITSMP℠ Diplomas.
    On our website, this symbol
    indicates courses which accrue clock hours toward a Diploma as:
     Change Manager 
     Support Manager 
     Service Level Manager 
    IT Service Management Professional (ITSMP)℠ Diplomas
  • ITSM Academy Affiliates