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How to Ride the Maturity Model Wave John Borwick Manager, Higher Education IT Management, LLC

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Higher Ed Special Interest Group• Opportunities to share with – and learn from – colleagues at other universities that are implementing IT Service Management• Addressing the challenges that differentiate the academic and corporate environments• Contact the Higher Ed SIG through HigherEdSIG@itSMFusa.org

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John BorwickHigher Education IT Management, LLC John Borwick, PMP®, is currently the manager of Higher Education IT Management. Prior to that he worked in higher education for over 10 years–principally at Wake Forest University from 2003 to 2012. John knows higher education and he knows IT– in particular, he knows how to ensure IT management systems support University outcomes and the staff responsible for providing those outcomes.

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Higher Education IT Management, LLC “Helping Higher Education IT effectively deliver value to campus while minimizing waste.” One-on-one coaching Custom engagements Bloghttp://www.heitmanagement.com

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Agenda Example of “Riding the Wave” The context for change, generally Why “Riding the Wave”? Models/Frameworks Making the improvement Additional resources

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Example of “Riding the Wave”http://www.flickr.com/photos/teresamorgan/3845888706/

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Example: new e-mail distribution tool

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Example: new e-mail distribution toolIdentify improved tool Proof-of-concept ... ? Tool implemented

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The Context forChange, Generally

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Galileohttp://www.flickr.com/photos/ubmathur/3445953058/

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Why can change threaten people? Don’t understand it Following rather than leading Vested interests in the current way Risk to their power  Power from knowing vs. learning

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Mental modelshttp://www.flickr.com/photos/plaisanter/5362834664/

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Equilibrate mental models  Help people learn your mental models  Understand where they are  Speak to them where they are

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Why “Riding the Wave”?http://www.flickr.com/photos/mikebaird/2599226912/

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“Riding the Maturity Model Wave” Skill Balance Focus Energy-intensive (Lack of) control

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Why can this situation be frustrating & uncomfortable? No one shares your mental model You feel like things could be so much better You’re living in the future state Just want it done already!

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Models/Frameworks

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Maturity models Level 1: Initial Level 2: Repeatable Level 3: Defined Level 4: Managed Level 5: Optimizing

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Maturity models Level 0: Not Performed/Unaware Level 1: Initial Level 2: Repeatable Level 3: Defined Level 4: Managed Level 5: Optimizing

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ITIL CSI Model1. What is the vision?2. Where are we now?3. Where do we want to be?4. How do we get there?5. Did we get there?6. How do we keep the momentum going?

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Kotter’s organizational change model1. Sense of urgency2. Guiding coalition3. Compelling vision for change4. Communicate the vision5. Remove obstacles6. Create short-term wins7. Build on the change8. Anchor the change in the culture

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PDCA CycleAct/Adjust Plan Check Do

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Iterative developmentA P A P A PC D C D C D

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Making theImprovement

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Making the Improvement Context for the improvement Your role Release management Two examples

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Making theImprovement:Context for your improvement

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Stakeholder identification List stakeholders Sense of ownership & incentives Power dynamics  CIO telling stories  Need all levels on board  Quiet != On board Working with your manager  Stakeholder analysis: what do they care about?

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Impacted processes How might the improvement affect other processes? How might other processes affect this improvement? What new pains will this improvement create?

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Organizational analysis Capacity for absorbing change Ability to understand the change Revolutionary vs. evolutionary  Risky later vs. up front

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Making theImprovement: Your role

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Vision/“True North” The Expert The core few things that must happen Are we done?

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Negotiator Stakeholder A Stakeholder BItem #1 WIN WINItem #2 WIN WINItem #3 LOSE WINItem #4 WIN LOSE

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Negotiator: Quick Wins Who doesnt want a quick win? Listen and understand stakeholders You know the possibilities; they know the value to them  e.g. creating a listserv that sends opt-in emails

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Negotiator: Guiding Coalition Never begin with a finished draft Pay attention to how much you are talking. Questions vs. answers Position others to take the next step  Understanding the pain that will be created  Letting others connect the dots

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Other notes on your role This Is Not About You  Be a facilitator Patch together process interfaces as they change  Temporarily do what’s needed to keep the improvement going Do rather than talk. Bias towards experimenting and testing

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Making the Improvement:Release Management

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Release Management: Organic system(Credit to the Lean Enterprise Institute) Knock-on effects Help people effect the change. They become change agents “Remove Obstacles”

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Release Management: Create feedback loops Open-LoopINPUTS Process OUTPUTS Feedback Loop Closed-LoopINPUTS Process OUTPUTS

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Release Management: Communications Formal communications plan Formal training options Informal training Help shift mental models

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Release Management: 0, 1, 20%, 80%, 100% coverage0 -> 1 Proof of Concept1 -> 20% Improve20% -> 80% Sell, sell, sell80% -> 100% Peer pressure/mandates

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Release Management: Deliver value as you go 100% value delivered 80 60 40 All-or-Nothing Incremental 20 0 Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Time

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Release Management: Position for Future Success Understand the pain that will be created Begin building shared mental models to address that pain

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Making theImprovement: Two examples

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Change management implementationStakeholders Stakeholders: helps project managers, frustrates developers. Role of auditor, IT leadership. Mental models: necessary evil vs. enabling capability Vision: every change? Review proportional to risk?Mental models Quick wins: how can the process help developers?Vision example of change management helping. OneQuick wins Patch together: meeting attendees, one-on-one trainingThings to patch Future pain: release management, reportingtogetherFuture pains

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Change management implementationStakeholders • Project managers • Developers • University audit • IT leadership • …Mental models Necessary evil vs. enabling capability, …Vision Every change? Review proportional to risk? …Quick wins How can the process help developers? Celebrate faster time-to-resolve, …Things to patch Inviting people to CAB, one-on-one training,together …Future pains Release management, reporting, …

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Creating an “Application Support” TeamStakeholdersMental modelsVisionQuick winsThings to patchtogetherFuture pains

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Creating an “Application Support” TeamStakeholders • Developers • Service Desk • New Application Support team • …Mental models Segregation of duties, how to define “support” vs. “development”, …Vision No more incidents to developers, …Quick wins One type of support ticket goes to the new team, knowledge base entries, …Things to patch Access levels, who talks with users, …togetherFuture pains When to transition work between teams, adding support teams to project teams, …

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Review Example of “Riding the Wave” The context for change, generally Why “Riding the Wave”? Models/Frameworks Making the improvement Additional resources

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Additional Resources Leading Change by John Kotter Getting to Yes by Roger, Ury, and Patton COBIT by ISACAhttp://www.heitmanagement.com/surfing

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Thank YouHigherEdSIG@itSMFusa.org