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Why IT Service Managemement implementations sometimes fail in real life
- 1. Why ITSM implementations sometimes fail Cookbook, Language or Virus Christian F. Nissen, CFN Consult RESILIATM, ITIL®, PRINCE2® MSP®, MoP® and MoV® are registered trademarks of AXELOS in the United Kingdom and other countries COBIT® is a registered trademark of the Information Systems Audit and Control Association (ISACA) and the IT Governance Institute (ITGI) TOGAFTM and IT4ITTM are registered trademarks of The Open Group © 2018 of CFN Consult unless otherwise stated
- 2. 2 IT Service Management is all about capabilities We install management We manage people We plan and build organizations We accumulate knowledge We design and implement processes We collect information We acquire applications and infrastructure We create business cases to raise funding © 2018 Introduction
- 3. 3 . . . mechanistic thinking © 2018 Introduction
- 4. Three approaches 4 Best practice as a cookbook (mechanistic approach) Best practice as a social construction (social constructivist approach) Best practice as a virus (post-modern approach) Introduction © 2018
- 5. 5 Agenda Three approaches Cookbook - Plan, design and implement Social construction - Common language and continuous improvement Virus - Emergence, co-creation and communities of practice Summary and conclusion Agenda © 2018
- 6. Dissatisfied end-users A recent user satisfaction survey shows that the end-users are dissatisfied with the IT service and also do not know what to expect when reporting a case to the service desk It is not clear from the survey if the dissatisfaction is caused by certain systems or general issues The IT department has not signed any SLAs with the business Three approaches 1. Complete an analysis of the last three months of tickets and use it as a basis to introduce and enforce SLAs 2. Invite representative users to focus groups to influence expectations and gain better insight into the cause of the dissatisfaction 3. Start all future phone calls by clarifying the expectations of the individual end-user 6 © 2018 Case Cookbook
- 7. 7 Change Change is a phase transition from one stable state to another Change is a rational process Change can be analyzed and planned Change can be managed – the impact is predictable Democritus, 460-370 BC © 2018 Bestpracticeasacookbook Unfreeze RefreezeChange Kurt Lewin,1951, 1958
- 8. 8 Plan, design and implement © 2018 It all goes back to Edward W. Deming: Plan – Select the desired room temperature Do – The water flows through the valve Check – Sense changes in the room temperature Act – Open or close for the water flow through the valve Bestpracticeasacookbook
- 9. 9 Plan, design and implement © 2018 Plan Design the processes Do Implement and train processes Check Measure progress, effectiveness, efficiency and compliance Act Correct planning mistakes and continually improve Bestpracticeasacookbook Improvement is typically done through a project and with the assumption that we start on a blank sheet of paper
- 10. 10 Phase 1 Situation and vision Phase 2 Planning •Analysis of the current situation and/or measurement of maturity •Business Case •Project Organisation •Plan for process design •Plan for communication and change management •Plan for method and tool support •Principles for organization •Role description for the process owner •Assignment of process owners •Establishing process groups •Training strategy •Project management •Quick wins •Analysis of the current process (AS- IS) •Design of the ideal process (TO-BE) •Design of the optimal process (TO-BE) •Requirements to the tools •Implementation plan •Project Management Phase 3 Process Design A classical process improvement project © 2018 Phase 4 Implementation •Implementation •Communication •Training •Coaching •Implementation / modification of tools •Audits •Establishment of a Continuous Service Improvement Programme (CSIP) •Hand over to process owner •Project Management Phase 5 Operation and improvement •Continuous Service Improvement Programme (CSIP) •Measurement of results, reporting, feedback and corrective actions •Training of new employees •Ongoing training of current employees •Auditing •Benchmarking Bestpracticeasacookbook
- 11. 11 Plan, design and implement – assumptions Organizations are “machines” with clear quantitative goals and processes Rational management – all problems have a solution It is possible to predict and plan the future The organisation and its processes is calibrated through feedback Linear causality – effect can be linked to cause Managers think themselves autonomous and thus outside the system Management believe the system being a designed reality © 2018 Bestpracticeasacookbook
- 12. 12 Plan, design and implement – it may fail . . . The approach may work – but it often fails The restructuring of the organization, re-engineering of work processes and the new tool is not always accompanied by simultaneous, virtually automatic changes in behaviour !! © 2018 Bestpracticeasacookbook
- 13. 13 In response, we . . . Introduce “Eight Steps to Transforming Your Organization” Create a clearer vision Get more top-management commitment Produce a more promising business case Perform a maturity assessment or a change readiness assessment Create a formal project plan Make a clear communications strategy Replace the tools Reduce the scope of the project Tell the staff members what’s in it for them © 2018 John P. Kotter, HBR march/april 1995 Bestpracticeasacookbook
- 14. 14 Agenda Three approaches Cookbook - Plan, design and implement Social construction - Common language and continuous improvement Virus - Emergence, co-creation and communities of practice Summary and conclusion Agenda © 2018
- 15. Change management For the third time in one month an organization experience that a major change leads to downtime The changes were recorded in the change log, but neither impact analysis nor fallback plans were prepared The organization has never really managed to introduce a shared change management process despite several attempts Three approaches 1. Design a coherent change management process from scratch, underpin it with tools and train all IT employees in the process 2. Introduce a continual improvement program with weekly kaizen meetings to improve the process step by step 3. Continue to implement changes as today, but monitor 'best practice' and extend it to the organization through story telling 15 © 2018 Case Bestpracticeasasocialconstruction
- 16. 5. Optimizing 4. Predictable 3. Established 2. Managed 1. Performed 0. Incomplete16 Continuous change Change is like a river. You cannot step into the same river twice. The area of the river may be the same but it is always changing Change is a social construction Change is a subjective experience Change can be influenced but rarely managed Heraclitus, 535-475 BC © 2018 Plan Do Check Act Bestpracticeasasocialconstruction
- 17. 17 Continuous improvement Replace large-scale projects with smaller experiments Practice is more important than process descriptions - seek the spirit of the law – not the letter Base improvement on existing processes Involve the man on the floor in improvement. Don’t tell people specifically how to do their work but provide constant feedback through questions such as How do you do this work? How do you know you are doing this work correctly? How do you know that the outcome is free of defects? What do you do if you have a problem? Make process improvement a natural part of the daily work and culture No improvement is too small Make activities and results visible © 2018 Bestpracticeasasocialconstruction
- 18. 19 Continuous improvement – lean management Frequent kaizen meetings © 2018 Bestpracticeasasocialconstruction Issues / opportunities Process Goals Measure- ment Status Root causes and solutions Initiatives Status Resp. Deadline
- 19. 20 Continuous improvement – lean management Frequent kaizen meetings © 2018 Bestpracticeasasocialconstruction Issues / opportunities Applications adversely affected by IT Infrastructure changes Process Goals Backlog < 20 Success rate > 98.5% Measure- ment 14 90% Status ✔ ✘ Root causes and solutions Initiatives New nudge in ITSM tool Status Open Resp. Tool specialist Deadline Last week Change Management SystemOwnerSystemOwnerStakeholdersStakeholdersChange Manager Change Manager Change Advisory Board(CAB) Change Advisory Board(CAB) Change Coordinator Change Coordinator Change Requester Change Requester 3 Minor? 5.9 Co-ordinate and sign RfC 5.10 Approve RfC No Approved? 5.20 Reject and close RfC Change rejected No End Yes Test feasible? 5.11 Perform testYes 5.12 Inform Stakeholders about the Change No 5.13 Implement RfC 4 Information 5.10 If required: Approve RfC Change Management Change Manager Change Manager Change Advisory Board(CAB) Change Advisory Board(CAB) Change Coordinator Change CoordinatorOndutyOndutyChange Requester Change Requester 1 Change Model? 5.5 Apply change model and perform change Yes Change result End 5.6 Assign RfC and inform Change Coordinator No 5.7 Prepare Change 5.8 Assess RfC 3 Assignment
- 20. 21 Continuous improvement – kaizen meetings 15 min – Status on goals and results (KPI’s, reports etc.) 15 min – Status on open improvement activities (keep list short) 30 min – Identify issues and opportunities (customer needs, resources, risks etc. Must be specific) 30 min – Analyze root causes (Brainstorm, 5 why, KT etc.) 45 min – Identify and prioritize solutions/ improvement ideas 30 min – Assign somebody responsible and deadline for newly initiated improvement initiatives 15 min – Evaluation and next meeting subject © 2018 Bestpracticeasasocialconstruction
- 21. 22 Continuous improvement – assumptions The truth and realty are socially constructed Common sense is common practice Shared vision Feed back loops Improvement happens when people learn together Single loop and double loop learning Humans are rational beings understanding the system and working for it. Social systems are formed by ethics: regulative causality If humans seeks autonomy they are outside the system © 2018 Bestpracticeasasocialconstruction
- 22. 23 Continuous improvement – it may fail . . . The approach may work – but it sometimes fails A common language and in-depth improvement discussions don’t always lead to the desired changes in behaviour. Common sense isn’t always common sense! Common sense isn’t always common practice! © 2018 Bestpracticeasasocialconstruction
- 23. 24 In response, we . . . keeeeeeep talking © 2018 Bestpracticeasasocialconstruction Got it – please move on I am not sure, I understand . . . I must pick up the children before five
- 24. 25 Agenda Three approaches Cookbook - Plan, design and implement Social construction - Common language and continuous improvement Virus - Emergence, co-creation and communities of practice Summary and conclusion Agenda © 2018
- 25. Migration A bank in Finland merges with a bank in Denmark Finland is one hour ahead of Denmark and the day starts at 6am The combined batch flow consists of 68,000 jobs, 200,000 dependencies and 3 million runs every month The batch window has to be reduced by 3.5 hours each day Most people agree, that this is ‘mission impossible’ Three approaches 1. Perform a pre-analysis to identify improvement actions and create a plan 2. Create a task force to approach the assignment "workshop style" 3. Hire three consultants from Belarus and ask them to make the necessary changes in the flow and in the applications 26 © 2018 Case Bestpracticeasavirus
- 26. 27 Change is replaced by emergence Between stability and instability there is a border that combines both stability and instability: Complexity Emergence – in the end service provision is not manageable Unpredictability – weak cause-and-effect linkages Self-organization – processes cannot be designed Agency – it is impossible to stand outside the system One relatively small and isolated variation can produce huge effects. And large changes may have little effect Organizations are collages of fragmented knowledge and understanding © 2018 Bestpracticeasavirus
- 27. 28 Emergence and co-creation Discover Choose Act Practice is neither chaotic or well-ordered, but complex patterns Change occurs over time and can not be controlled Practice can not be created but may be influenced by storytelling, rituals, culture, gossip, rumors, dialogue, etc. Practice occurs through co-creation in communities of practice © 2018 Bestpracticeasavirus
- 28. 29 Emergence and co-creation – means Leadership Story telling and narratives organize experience (myths, rituals, ideology, culture, gossip, rumour, discourses, dialogues, etc.) Who is the customer? What do the customer value? How do we create value to the customer? Novelty emerges as re-pattering of conversational themes People Cannot be controlled, only impacted and observed Knowledge Tapping tacit knowledge – metaphors, analogies, etc. Enactment - Co-construction or co-creation © 2018 Bestpracticeasavirus
- 29. 30 Emergence and co-creation – means Organization - communities of practice Mutual engagement in actions whose meaning is being negotiated. Diversity makes a practice possible. Joint enterprise. Disagreement is a productive part of the practice Shared repertoire consisting of routines, words, ways of doing, stories, gestures, symbols and genres. Communities cannot be designed, only recognized, supported, nurtured and encouraged. Processes Evolving patterns of an organizations identity Interactions between symbol patterns can produce particular emergent collective patterns, or attractors © 2018 Bestpracticeasavirus
- 30. 31 Agenda Three approaches Cookbook - Plan, design and implement Social construction - Common language and continuous improvement Virus - Emergence, co-creation and communities of practice Summary and conclusion Agenda © 2018
- 31. 32 Summary Plan, design and implement Belief: Service management practices can be designed, implemented and managed The role of ITIL®: A cookbook or ideal model for service management The role of the consultant: Guru Common language and continual improvement Belief: Service management practices are social constructions that can be managed and improved through continuous incremental improvement cycles The role of ITIL®: Common language and inspiration The role of the consultant: Facilitator Emergence, co-creation and communities of practice Belief: Service management practices can not really be managed – they emerge over time through complex responsive processes The role of ITIL®: Narrative or propositional themes that organize experience – a myth, ideology or virus The role of the consultant: Disrupter © 2018 Summaryandconclusion
- 32. 33 Case: Problem management Plan, design and implement Complete a project where experts design an improved problem management process and subsequently implement it through training and tool support. Best practice is seen as an ideal for process Common language and continual improvement Evaluate existing practices and initiate a continual process improvement program involving the key stakeholders in identifying and testing improvement initiatives. Best practice is used as a common language and inspiration Emergence, co-creation and communities of practice Resolve a lot of problems together and see what happens. Some of the involved stakeholders may be familiar with 'so- called best practice' © 2018 Summaryandconclusion
- 33. 34 The cynefin framework © 2018 Summaryandconclusion http://youtu.be/Miwb92eZaJg Cynefin by David Snowden, 2002, 2007, 2014 Disorder_ Complex Probe Sense Respond Emergent practice . Complicated Sense Analyze Respond Good practice Chaotic Act Sense Respond Novel practice Simple/obvious Sense Categorize Respond Best practice Complacency Relationship between cause and effect is obvious. Predictability, routine, established practice, entrained thinking. Encourage simplification. Relationship between cause and effect requires investigation and analysis. Unique, non-repeated, multiple right answers, experience/expertise. Encourage analysis. Relationship between cause and effect is impossible to determine. Unpredictability, turbulence, trial and error, responsiveness. Encourage action Relationship between cause and effect can only be perceived in retrospect. Unpredictability, flux, emergence, creativity. Encourage experimentation
- 34. 35 The cynefin framework © 2018 http://youtu.be/Miwb92eZaJg Cynefin by David Snowden, 2002, 2007, 2014 Summaryandconclusion Disorder_ Complex Probe Sense Respond Emergent practice . Complicated Sense Analyze Respond Good practice Chaotic Act Sense Respond Novel practice Simple/obvious Sense Categorize Respond Best practice Complacency Best practice: Ideal • Design and implement • Acquire workflow tools • Instruct Best practice: Inspiration • Continual improvement (Kaizen) • Build capabilities (Practice makes perfect) Best practice: Narrative • Set boundaries and tell stories • Nudge • Use behavioral management
- 36. 37 The end © 2018 “Don’t build a machine and expect it to behave with any intelligence or creativity. Don’t employ people and then try and make them behave like machines.” - Rob England Theend
- 38. Contact 39 Christian F. Nissen cfn@cfnconsult.dk +45 40 19 41 45 CFN Consult ApS Linde Allé 1 DK-2600 Glostrup CVR: 39 36 47 86 © 2018