Managing Across the Lifecycle<br />Welcome<br />
Accredited Education<br />ITIL® Foundation<br />ITIL® Foundation and Managers Bridge<br />ITIL®  Lifecycle, Capability and...
Agenda<br />Understanding how organizational change helps manage across the lifecycle<br />Identifying organizational chan...
Managing Across the Lifecycle<br />A truly integrated lifecycle approach requires<br />More than implementing individual p...
IT is a Complex System<br />IT is a complex system built on the interdependent components of people, processes and technol...
What is Organizational Culture?<br />Organizational culture is a set of share values and norms that control the IT organiz...
Analyzing Organizational Culture<br />To analyze organizational culture <br />Identify terminal and instrumental values<br...
Changing Organizational Culture<br />Don’t start out to change the culture - change people’s behavior <br />Senior managem...
Change Must be Managed<br />Senior executives often <br />Skip organizational change <br />Dictate behavior<br />Such an a...
Why Do People Resist Change?<br />Loss of control<br />Excessive personal uncertainty<br />Dislike surprises<br />It’s dif...
Managing Organizational Change<br />Resistance to change will force the organization to revert to previous behavior unless...
Organizational Change and the Service Lifecycle<br />
The Service Lifecycle and Organizational Change<br />Service Strategy and Service Design <br />Assess the organization’s c...
Organizational Change Deliverables<br />Service Strategy and Service Design may provide a <br />Stakeholder map <br />Orga...
Organizational Change Strategies<br />Strategies can be used to <br />Assess the approach from Service Design <br />Manage...
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
Upcoming SlideShare
Loading in …5
×

Managing across the ITIL Lifecycle - ITSM Academy Webinar

3,204 views

Published on

Managing across the ITIL Lifecycle - ITSM Academy Webinar

Published in: Technology
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
3,204
On SlideShare
0
From Embeds
0
Number of Embeds
28
Actions
Shares
0
Downloads
97
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide
  • 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

    1. 1. Managing Across the Lifecycle<br />Welcome<br />
    2. 2. Accredited Education<br />ITIL® Foundation<br />ITIL® Foundation and Managers Bridge<br />ITIL® Lifecycle, Capability and MALC<br />ITIL® Practitioner, Service Manager (V2)<br />Certified Process Design Engineer (CPDE)®<br />Microsoft Operations Framework (MOF) Foundation<br />ISO/IEC 20000 Foundation<br />PMI PMP Exam Prep<br />Practical, Value-Add Workshops<br />Apollo 13 - an ITSM Case Experience™<br />Visible Ops: The Class<br />ITIL, MOF, ISO 20K Awareness<br />And More!<br />Ft. Lauderdale, Dallas & Washington, DC - Public<br />Corporate on-site Classes<br />Virtual Classes<br />Courseware Licensing<br />Alumni Program<br />PMI Global Education Provider<br />Federal Government (GSA) Contractor <br />Certified Woman-Owned<br />Tens of thousands of learners trained since 2003<br />About ITSM Academy<br />Welcome!<br />
    3. 3. Agenda<br />Understanding how organizational change helps manage across the lifecycle<br />Identifying organizational change aspects in each lifecycle stage<br />Guidance on introducing change to your organization<br />© Crown copyright 2007. Reproduced under license from OGC.<br />
    4. 4. Managing Across the Lifecycle<br />A truly integrated lifecycle approach requires<br />More than implementing individual processes or stages<br />Consideration of organizational structure and culture<br />Institutionalization of processes <br />A commitment to continual service improvement<br />Time to learn, adapt and mature<br />Critical Success Factors, KPIs and metrics<br />Assigning roles and responsibilities<br />Managing organizational change is an important element of managing IT services.<br />
    5. 5. IT is a Complex System<br />IT is a complex system built on the interdependent components of people, processes and technologies.<br />Complex systems face unusual challenges because they<br />Are adaptive and self-organizing<br />Can be self-stabilizing and policy resistant<br />May overwhelm our ability to understand them<br />Have limited learning horizons that react and predict instead of learning from events<br />May break services into discrete processes managed by different groups that require coordination<br />May not see the long-term consequences of decisions and actions<br />May resist change<br />
    6. 6. What is Organizational Culture?<br />Organizational culture is a set of share values and norms that control the IT organization’s interactions with each other and customers.<br />Terminal value are desired outcomes<br />Quality, excellence<br />Reliability<br />Innovation<br />Profitability<br />Instrumental values are desired behaviors<br />High standards<br />Respecting tradition and authority<br />Acting cautiously or conservatively<br />Being frugal<br />
    7. 7. Analyzing Organizational Culture<br />To analyze organizational culture <br />Identify terminal and instrumental values<br />Determine if goals, norms and rules are relaying the value of the organizational culture to staff<br />Identify areas of improvement<br />Assess how IT introduces new staff learn the organizational culture<br />Culture is transmitted to staff through socialization, training, stories, ceremonies and language.<br />
    8. 8. Changing Organizational Culture<br />Don’t start out to change the culture - change people’s behavior <br />Senior management plays an important part and must <br />Follow processes (be a role model)<br />Reward people for following processes<br />Reward people for CSI<br />HR must help as changing employees’ behavior is directly tied to <br />Job descriptions including SM responsibilities and CSI activities<br />Employees’ goals and objectives<br />Performance plans should be directly related to fulfilling responsibilities and expectations<br />Recognition and rewards should be based on performance<br />Training, creating awareness and tracking results are important<br />What gets rewarded gets done.<br />You get what you inspect not what you expect.<br />
    9. 9. Change Must be Managed<br />Senior executives often <br />Skip organizational change <br />Dictate behavior<br />Such an approach <br />May work in the short term<br />Typically falls apart in the executive’s absence<br />
    10. 10. Why Do People Resist Change?<br />Loss of control<br />Excessive personal uncertainty<br />Dislike surprises<br />It’s different or unfamiliar<br />Loss of face<br />Fear around competence<br />Ripples<br />Increase in workload<br />Past resentments<br />Real threats<br />
    11. 11. Managing Organizational Change<br />Resistance to change will force the organization to revert to previous behavior unless steps are taken to refreeze the new change.<br />© Crown copyright 2007. Reproduced under license from OGC.<br />Diagnose why there is a need for change<br />Determine the desired state<br />Implement the change using the three step process<br />Identify possible impediments<br />Decide who will be responsible for implementation and control<br />Select the strategy that will be the most effective in the three steps<br />
    12. 12. Organizational Change and the Service Lifecycle<br />
    13. 13. The Service Lifecycle and Organizational Change<br />Service Strategy and Service Design <br />Assess the organization’s culture<br />Assess the IT organization’s transition capabilities and capacity<br />Design the organizational change <br />Service Transition ensures <br />The organization and stakeholders are ready<br />The change <br />Happens as planned<br />Delivers the predicted organization, capabilities and resources<br />
    14. 14. Organizational Change Deliverables<br />Service Strategy and Service Design may provide a <br />Stakeholder map <br />Organization and capability assessment <br />Required competency model and competency assessments <br />Constraints (including organization, capability, resources) <br />Communication Plan <br />Service Management process model <br />Policies, processes and procedures <br />RACI matrix for managing change <br />Relationship management <br />Supplier framework<br />Service Transition may also validate approaches to career<br />planning, performance evaluations, rewards and compensation and recruiting and selection.<br />
    15. 15. Organizational Change Strategies<br />Strategies can be used to <br />Assess the approach from Service Design <br />Manage change during Service Transition <br />Identify issues and risks<br />Strategies include<br /><ul><li>Education and commitment
    16. 16. Participation and involvement
    17. 17. Facilitation and support
    18. 18. Negotiation and agreement
    19. 19. Manipulation and assimilation
    20. 20. Explicit and implicit coercion
    21. 21. Rewarding desirable behavior
    22. 22. Identifying and addressing dislikes
    23. 23. Being sensitive
    24. 24. Being a role model
    25. 25. Using peer group pressure
    26. 26. Celebrating success</li></li></ul><li>Managing Change in Service Operation<br />What triggers Service Operation change?<br />New or upgraded HW, SW, network or systems<br />Legislative, conformance or governance changes<br />Obsolescence <br />Changing business requirements<br />Process enhancements including new tools<br />Management or staff changes<br />Service level or provision changes including outsourcing<br />
    27. 27. CSI and Organizational Culture<br />Culture is <br />A key issue in implementing CSI<br />Continually named as a barrier in realizing organizational change<br />Process reengineering changes everything<br />People, processes, technology, management<br />The softer aspects of organizational change must be considered in order to improve<br />Resistance to change<br />Gaining commitment<br />Empowering, motivating, involving and communicating with stakeholders<br />Continual improvement requires moving away from the hero mentality and focusing more on proactive planning and improving.<br />
    28. 28. Transforming Your Organization<br />
    29. 29. Eight Steps to Transforming your Organization<br />Create a sense of urgency<br />Form a guiding coalition<br />Create a vision<br />Communicate the vision<br />Empower others to act on the vision<br />Plan for and create short-term wins<br />Consolidate improvements and produce more change<br />Institutionalize the change<br />Source: Eight Steps to Transforming your Organization<br /> John P. Kotter<br />
    30. 30. How to Institutionalize Change <br />Hire people with ITIL or proven customer / service oriented experience<br />Induct new employees (business and IT)<br />“This is the way we do things”<br />Offer ITIL and service management training<br />Ensure goals and reporting match changing requirements<br />Ensure action items are identified and acted upon<br />Integrate IT solutions and projects into existing processes<br />Ensure everyone knows what to do, when to do it and how to do it<br />
    31. 31. Use a RACI Chart<br />Identify the activities/processes<br />Identify/define the functional roles<br />Conduct meetings and assign the RACI codes<br />Identify any gaps or overlaps – for example, where there are two Rs or no Rs (see analysis below)<br />Distribute the chart and incorporate feedback<br />Ensure that the allocations are being followed<br />Being clear on who has input, who decides and who takes action <br />will enable the company to move forward rapidly.<br />
    32. 32. Analyzing RACI Models<br />Analyzing the RACI model avoids conflicts and balances workloads.<br />Too many As for one role<br />Are duties segregated?<br />Should someone else be accountable?<br />Is this causing a bottleneck? <br />Too many Rs for one role<br />Is this too much for one function or person to handle?<br />No empty spaces for a role<br />Does this role need to be involved in so many tasks?<br />More than one A<br />One role should be accountable<br />More than one R<br />If roles are unclear, no one will take full responsibility<br />No Rs <br />Must have at least one<br />Too many Cs<br />What are the requirements or benefits for involving many roles?<br />No Cs<br />Do communication channels encourage consultations?<br />Functional Role Analysis <br />Activity Analysis<br />
    33. 33. Thank You for Attending<br />You’ll know you’ve succeeded when people defend procedures, make suggestions and are proud of accomplishments. <br />That’s when you are truly “managing across the lifecycle”.<br />Questions?<br />www.itsmacademy.com<br />
    34. 34. ITSM Academy is Licensed by the Commission for Independent Education, Florida Department of Education, offering occupational ITSMP℠ Diplomas. <br />On our website, this symbol <br />indicates courses which accrue clock hours toward a Diploma as:<br /> Change Manager <br /> Support Manager <br /> Service Level Manager <br />IT Service Management Professional (ITSMP)℠ Diplomas<br />
    35. 35. ITSM Academy Affiliates<br />

    ×