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Tips for Driving User Adoption and Satisfaction of ITSM

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Implementing ITSM software and processes is not enough to ensure ITSM success. They must be broadly accepted and adopted by business users, power users and decision makers. Learn about the steps Intermountain Healthcare takes to enable Continual Service Improvement leading to successful adoption of ITSM. They share personal experiences and other real world examples, detailing the tricks and the treats of user adoption.

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Tips for Driving User Adoption and Satisfaction of ITSM

  1. 1. ca Intellicenter Tips for Driving User Adoption and Satisfaction of ITSM Dan Larsen ICX25S #CAWorld Intermountain Healthcare Service Management
  2. 2. 2 © 2014 CA. ALL RIGHTS RESERVED. Abstract Implementing ITSM software and processes is not enough to ensure ITSM success. They must be broadly accepted and adopted by business users, power users and decision makers. Hear about the steps Intermountain Healthcare takes to enable Continual Service Improvement leading to successful adoption of ITSM. They will share personal experiences and other real world examples, detailing the tricks and the treats of user adoption. Dan Larsen Intermountain Healthcare Service Management
  3. 3. 3 © 2014 CA. ALL RIGHTS RESERVED. Agenda INTRODUCTION FACTORS FOR SUCCESSFUL ADOPTION CONCLUSION –Q & A HOW INTERMOUNTAIN DID IT REALITY CHECK SO WHAT DO YOU REALLYTHINK? 1 2 3 4 5 6
  4. 4. 4 © 2014 CA. ALL RIGHTS RESERVED. A Look at Intermountain Healthcare
  5. 5. 5 © 2014 CA. ALL RIGHTS RESERVED. ITSM at Intermountain Healthcare
  6. 6. 6 © 2014 CA. ALL RIGHTS RESERVED. Bio Dan Larsen is on the Service Management team at Intermountain Healthcare and has an extensive background in corporate training. He has developed curriculum and facilitated instructor-led training for numerous Service Management processes. His degrees in education and history of the entertainment industry ensure an entertaining, engaging and enlightening experience. Dan Larsen Intermountain Healthcare Service Manager
  7. 7. 7 © 2014 CA. ALL RIGHTS RESERVED.
  8. 8. 8 © 2014 CA. ALL RIGHTS RESERVED. John P. Kotter –Emeritus Harvard Business School Professor –Authority on Leadership and Change –Best-selling author Our Iceberg is Melting The Heart of Change Leading Change –Developed the 8 Step Process for Leading Change
  9. 9. 9 © 2014 CA. ALL RIGHTS RESERVED. A.A change in the climate 1.Creating a sense of urgency 2.Forming a guiding coalition 3.Creating a vision B.Power to the people –involving the organization 4.Communicating the vision 5.Empowering others to act on the vision 6.Planning for and creating short-term wins C.Keep the momentum going 7.Consolidating improvements and creating more change 8.Institutionalizing the change Leveraging John P. Kotter’sEight-Step Change Model
  10. 10. 10 © 2014 CA. ALL RIGHTS RESERVED. 1.Creating a sense of urgency –Driven by BUSINESS needs –“What if we do nothing?” –Identify threats and opportunities 2.Forming a guiding coalition –Senior Management support –Involving the right people across the board (customers, IT, management) 3.Creating a vision –What is Service Management? –What can it do for me? –Define our combined vision A Change in the Climate
  11. 11. 11 © 2014 CA. ALL RIGHTS RESERVED. 4.Communicating the vision –Newsletters, posters, intranet, meetings, seminars –Apply to every aspect of the company 5.Empowering others to act on the vision and removing barriers –Implement dynamic change leaders –Identify clear goals –Address negative feedback and attitudes 6.Planning for and creating short-term wins –Identify and visibly reward success early –Implement inexpensive projects with guaranteed success Power to the People –Involving the Organization
  12. 12. 12 © 2014 CA. ALL RIGHTS RESERVED. 7.Consolidating improvements and creating more change –Create short-, medium-and long-term wins Short –immediate benefit and gains Medium –working processes in place Long –fully integrated, self-learning and improvement built in –Bring in fresh, new players to the team 8.Institutionalizing the change –The new normal (part of everyday practice) –Continued leadership support –Cultural integration (new employee training, new hires with ITSM experience) Keep the Momentum Going
  13. 13. 13 © 2014 CA. ALL RIGHTS RESERVED. START WITH “WHY?” A standardized vocabulary –ITIL Realistic expectations (Patience) Tie success to performance reviews Phased implementation Measurement Training (and cross training) Suggestions for Increasing Your Potential for Success
  14. 14. 14 © 2014 CA. ALL RIGHTS RESERVED. Consensus vs. mandatory implementation Clear roles and responsibilities Governance Determine business needs and THEN look for tools Leave successful processes ALONE Constant feedback More Suggestions for Success
  15. 15. 15 © 2014 CA. ALL RIGHTS RESERVED. How Intermountain Did It –Infrastructure Created Service Management department Understood business needs and goals prior to looking for solutions Created a diverse team that researched various SM solution providers –Hands-on demo’s and Use Cases –Communication Flyers, newsletters Open house Online demonstrations with interactive Q&A
  16. 16. 16 © 2014 CA. ALL RIGHTS RESERVED. How Intermountain Did It –cont’d –Training In-person and online modules –Support Dedicated resources during and immediately following rollout Service Desk training and support –Evolved Reorganized Service Management team into a customer-facing process and a technical team –Feedback Proactively solicited opinions and suggestions and made adjustments
  17. 17. 17 © 2014 CA. ALL RIGHTS RESERVED. Communication Timeline Event OCT NOV DEC NewsletterCommunication WebExSessions OpenHouse Go Live
  18. 18. 18 © 2014 CA. ALL RIGHTS RESERVED. Reality Check
  19. 19. 19 © 2014 CA. ALL RIGHTS RESERVED. ITSL(IT as a Second Language)
  20. 20. 20 © 2014 CA. ALL RIGHTS RESERVED.
  21. 21. 21 © 2014 CA. ALL RIGHTS RESERVED.
  22. 22. 22 © 2014 CA. ALL RIGHTS RESERVED. Adapting to Change
  23. 23. 23 © 2014 CA. ALL RIGHTS RESERVED. So what do you really think? Post implementation feedback activities –Questionnaires –Surveys –Interviews What is the BEST indicator and feedback? Steps to ensure honest feedback
  24. 24. 24 © 2014 CA. ALL RIGHTS RESERVED. Summary Start with the “Why” and stay with the “Why” Involve customers in every stage Communicate (no buzzwords) Feedback, feedback, feedback A Few Words to Review
  25. 25. 25 © 2014 CA. ALL RIGHTS RESERVED. For More Information To learn more about Management Cloud, please visit: http://bit.ly/1wEnPhz Insert appropriate screenshot and textoverlayfrom following“More Info Graphics” slide here; ensure it links to correct page Management Cloud
  26. 26. 26 © 2014 CA. ALL RIGHTS RESERVED. For Informational Purposes Only © 2014CA. All rights reserved. All trademarks referenced herein belong to their respective companies. This presentation provided at CA World 2014 is intended for information purposes only and does not form any type of warranty. Some of the specific slides with customer references relate to customer's specific use and experience of CA products and solutionssoactual results may vary. Terms of this Presentation

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