The document discusses 5 common pitfalls organizations face when implementing ITIL-based service improvement initiatives. The first pitfall is insufficient attention to organizational change and people elements. The second is implementing ITIL without clear linkage to business priorities. The third is lack of proper governance, measurement, and planning. The fourth is an over-focus on tools rather than processes. The fifth is over-reliance on consultants instead of involving internal staff. The document provides recommendations to avoid each pitfall and successfully implement ITIL-based initiatives.
This presentation introduces some of the most common reasons why organizations choose to adopt Agile approaches. It presents high level statistics on software development project success to demonstrate why the traditional project management approach may not be suitable for all projects. The presentation introduces what Agile is and the reasons justifying its adoption. Once the Agile concepts have been presented, the material introduces the Scrum approach by giving a walk through of a typical process. The presentation ends with the main impacts on people managers within organizations who are adopting Agile.
Alan Nance, FISM, Managing Partner CitrusCollab LLLP ... thought leader, innovator, creative disruptor
Service Management exists to guarantee a valuable experience to customers and colleagues. Despite years of implementing best practices, the reputation of most technology departments is below par in the eyes of business leaders.
90% of CEOs feel they aren’t meeting their customer needs.
85% of CEOs don’t think technology is performing critical functions.
One of the core reasons is that technology teams are often trapped into measuring output rather than outcome, and KPIs on activities rather than XPIs that guarantee experience.
Luckily, ITIL 4 now connects to the world of design thinking and experience management with its focus on co-creation and outcomes. But how can we include eXperience Level Agreements (XLA) effectively and quickly?
In this presentation Alan will explain all-things XLA.
Donna Knapp, Curriculum Development Manager, ITSM Academy
Digital has changed everything! It has enabled organizations to introduce new business models and to significantly change how they do business. Most importantly, it has changed expectations regarding the development, delivery, and use of digital technologies. Speed is crucial, but not at the expense of quality and resilience. In this session, Donna Knapp introduces concepts from the new ITIL® 4 High Velocity IT publication including new ways of thinking and working when speed (across the organization, not just in IT) is key.
This presentation introduces some of the most common reasons why organizations choose to adopt Agile approaches. It presents high level statistics on software development project success to demonstrate why the traditional project management approach may not be suitable for all projects. The presentation introduces what Agile is and the reasons justifying its adoption. Once the Agile concepts have been presented, the material introduces the Scrum approach by giving a walk through of a typical process. The presentation ends with the main impacts on people managers within organizations who are adopting Agile.
Alan Nance, FISM, Managing Partner CitrusCollab LLLP ... thought leader, innovator, creative disruptor
Service Management exists to guarantee a valuable experience to customers and colleagues. Despite years of implementing best practices, the reputation of most technology departments is below par in the eyes of business leaders.
90% of CEOs feel they aren’t meeting their customer needs.
85% of CEOs don’t think technology is performing critical functions.
One of the core reasons is that technology teams are often trapped into measuring output rather than outcome, and KPIs on activities rather than XPIs that guarantee experience.
Luckily, ITIL 4 now connects to the world of design thinking and experience management with its focus on co-creation and outcomes. But how can we include eXperience Level Agreements (XLA) effectively and quickly?
In this presentation Alan will explain all-things XLA.
Donna Knapp, Curriculum Development Manager, ITSM Academy
Digital has changed everything! It has enabled organizations to introduce new business models and to significantly change how they do business. Most importantly, it has changed expectations regarding the development, delivery, and use of digital technologies. Speed is crucial, but not at the expense of quality and resilience. In this session, Donna Knapp introduces concepts from the new ITIL® 4 High Velocity IT publication including new ways of thinking and working when speed (across the organization, not just in IT) is key.
How do you implement ITSM successfully?
Implementing ITSM within an organisation is a tricky prospect. Many organisations try to implement something like ITIL several times before succeeding. For the team charged with changing the mind-set and working practises of a whole organisation, which is what an ITSM implementation actually is, the task can be overwhelming.
Join Eddie Potts, Principal ITSM Consultant at Pink Elephant EMEA, as he maps out an approach to successful ITSM implementations and discusses why many projects fail and how yours can succeed!
Watch webinar recording here https://www.brighttalk.com/webcast/10001/120145
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
http://ow.ly/EHSHz
In this complimentary, hour-long webinar, you will learn how many organizations approach change management as compared to how best practices dictate that change management should work. Global Knowledge instructor and ITIL Expert Michael Scarborough will fill you in on the purpose of change management and the difference between change management and change tickets. He will provide a high-level guide for establishing a change management process that uses real-world examples as its basis.
Many organisations struggle to implement a successful ITSM program, with multiple attempts at the same issue being undertaken with almost clockwork like regularity every 3-4 years. But why is it so hard to implement an ITSM framework that delivers real business value? How does a Program Manager even approach this issue? Where is the checklist for implementation success?
Join Peter Hubbard, Pink Elephant EMEA, as he maps out a structured approach to successful implementation of an ITSM initiative. He will discuss the considerations of which processes should be attempted first, the importance of the toolset, and, the one underlying area that is almost always neglected but is responsible for the failure of over 60% of all ITSM implementation projects; The people who have to work in alignment with the new world. And yes…. There will even be a checklist for implementation success. Watch recording here https://www.brighttalk.com/webcast/10001/153595
This was the core presentation that John Merritt and I used during the NTEN Online conference. Of course it was much better when you could hear John and I banter back and forth sharing our examples, successes and failures for each of these areas. Ah yes, good times, good times.
Organisational Change Management expert Esther De La Cruz and Mohit Sharma, Mindfields provide four powerful, yet practical and easy to implement steps for successfully managing IPA driven change in your organisation.
Mark Blanke, OwlPoint
Whether you are new to ITIL, Captains of ITIL 3 - or somewhere in between, this webinar is for you. Join us as Mark Blanke, President of OwlPoint, shares with us 5 practical steps to map where your organization is today and how to plan for your journey.
Making Workflow Automation Personal: The Next Step in Digital Transformation...Michael Oryszak
True digital transformation requires more than incremental improvements and goes beyond individual projects or processes. To become true digital masters, organizations need to think differently and work to enable their members to rethink everything they do in order to identify opportunities for automation. By addressing the capabilities for enhancing workflow automation as a personalized technology capability, organizations can take a giant leap forward and feed and innovation cycle without any limits. This session will help re-frame the primary focus from large, centralized processes to enhancing individual and team collaborators that can drive their own process automation using a variety of commonly available no-code solutions. We will dive into techniques to educate and grow the organization’s capabilities and also review some of the commonly supported models for measuring the results and ROI.
This webinar is presented by Eddie Potts, Senior Service Management Consultant, who recently completed an MBA achieving a Distinction. His study included a research project concerning the "implementation of service management”.
Eddie previously delivered a successful webinar about “Implementing Service Management” in which he compared and contrasted the real life practice to the academic theory concerning service management implementations which can be found on our BrightTALK channel. This follow up webinar builds upon this theme and discusses “at what point have we implemented service management” and “how do we maintain the momentum". View recording here https://www.brighttalk.com/webcast/10001/173745
World class EA - Governor's Approach to Developing and Exercising EA Capabili...Sriram Sabesan
This presentation is a summarization of WhitePaper on the same topic. Get the Whitepaper at:https://publications.opengroup.org/white-papers/w178 and listen to the Webinar at https://publications.opengroup.org/webinars/d205
View the slides for our webinar on Cracking Cultural Change or view the webinar here https://www.brighttalk.com/webcast/10001/198411
Cultural Change is one of the hardest things to crack within any organisation, let alone within IT. IT is fast paced - moving responsively to the business, technological and even public requirements. However, a required cultural shift from within is rarely successful. On average a mere 30% of Cultural Change Initiatives are successful, and a lot can be lost when it fails!
Join Helen Windle, ITSM Consultant, as she guides you through the key points to get it right first time.
The key to successful Digital TransformationMegan Hunter
Many companies see technology as the key to delivering transformation and whilst technology plays a vital role in enabling business change, it is only one piece of the jigsaw.
Implementing transformational solutions is something most companies do once or twice a generation, and it’s like performing open heart surgery. The decision to undertake these projects is not taken lightly, and the business world is plagued by examples of implementations that haven’t delivered the desired business outcomes, are late and exceed budget.
With contributions from key Microsoft partners, including IBM, QuantiQ, PwC, Avanade, KPMG Crimsonwing, and Hitachi Solutions, this White Paper discusses the common features that differentiate the successful business transformation programmes from the failures, and why all programmes must address the following: clarity; having the right team; securing talent; selecting the right partner; adopt, not adapt; strong governance; external assurance.
Digital Transformation Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Digital Transformation Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 3,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation Toolkit. It includes all the Frameworks, Tools & Templates required to successfully undertake the Digital Transformation of your organization.This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
LITA Executive Webinar with Niels Loader
Niels will share the insights gained in determining and implementing metrics within IT, particularly focusing on the metrics used in a Lean IT organization. He will focus on the key pitfalls and successful strategies for getting to the right metrics and making them work.
Toward an organizational E-readiness Modelaqel aqel
Many leaders and executives are wondering what preparations their firms should have in order to be ready to transform into digital era? Organisational e-readiness is a complimentary part of global, regional and national readiness to digital era. This book argues the importance of e-readiness assessment in a structured and quantitative way that contain relevant and valid criteria to assess readiness within organization from various and balanced perspectives. The proposed organizational e-readiness model consists of five interrelated categories; these are strategy, business process, technology, changeability, and ICT security.
Learning from the fast developing practice of Lean IT by Steve BellInstitut Lean France
If ERP can become agile, promote standardized work, reduce information waste and errors, and enable data-driven decision making, can it add value to a Lean enterprise?
If you practice the four Lean principles well,
but don’t focus on value streams and their owners,
will Lean IT produce sustainable results?
Steve Bell answers these big hairy questions and several essential others in this presentation....
Watch Steve's presentation video on: http://youtu.be/VG0_Id5EaOs
Check out www.lean-it-summit.com for more Lean IT videos and presentations.
How do you implement ITSM successfully?
Implementing ITSM within an organisation is a tricky prospect. Many organisations try to implement something like ITIL several times before succeeding. For the team charged with changing the mind-set and working practises of a whole organisation, which is what an ITSM implementation actually is, the task can be overwhelming.
Join Eddie Potts, Principal ITSM Consultant at Pink Elephant EMEA, as he maps out an approach to successful ITSM implementations and discusses why many projects fail and how yours can succeed!
Watch webinar recording here https://www.brighttalk.com/webcast/10001/120145
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
http://ow.ly/EHSHz
In this complimentary, hour-long webinar, you will learn how many organizations approach change management as compared to how best practices dictate that change management should work. Global Knowledge instructor and ITIL Expert Michael Scarborough will fill you in on the purpose of change management and the difference between change management and change tickets. He will provide a high-level guide for establishing a change management process that uses real-world examples as its basis.
Many organisations struggle to implement a successful ITSM program, with multiple attempts at the same issue being undertaken with almost clockwork like regularity every 3-4 years. But why is it so hard to implement an ITSM framework that delivers real business value? How does a Program Manager even approach this issue? Where is the checklist for implementation success?
Join Peter Hubbard, Pink Elephant EMEA, as he maps out a structured approach to successful implementation of an ITSM initiative. He will discuss the considerations of which processes should be attempted first, the importance of the toolset, and, the one underlying area that is almost always neglected but is responsible for the failure of over 60% of all ITSM implementation projects; The people who have to work in alignment with the new world. And yes…. There will even be a checklist for implementation success. Watch recording here https://www.brighttalk.com/webcast/10001/153595
This was the core presentation that John Merritt and I used during the NTEN Online conference. Of course it was much better when you could hear John and I banter back and forth sharing our examples, successes and failures for each of these areas. Ah yes, good times, good times.
Organisational Change Management expert Esther De La Cruz and Mohit Sharma, Mindfields provide four powerful, yet practical and easy to implement steps for successfully managing IPA driven change in your organisation.
Mark Blanke, OwlPoint
Whether you are new to ITIL, Captains of ITIL 3 - or somewhere in between, this webinar is for you. Join us as Mark Blanke, President of OwlPoint, shares with us 5 practical steps to map where your organization is today and how to plan for your journey.
Making Workflow Automation Personal: The Next Step in Digital Transformation...Michael Oryszak
True digital transformation requires more than incremental improvements and goes beyond individual projects or processes. To become true digital masters, organizations need to think differently and work to enable their members to rethink everything they do in order to identify opportunities for automation. By addressing the capabilities for enhancing workflow automation as a personalized technology capability, organizations can take a giant leap forward and feed and innovation cycle without any limits. This session will help re-frame the primary focus from large, centralized processes to enhancing individual and team collaborators that can drive their own process automation using a variety of commonly available no-code solutions. We will dive into techniques to educate and grow the organization’s capabilities and also review some of the commonly supported models for measuring the results and ROI.
This webinar is presented by Eddie Potts, Senior Service Management Consultant, who recently completed an MBA achieving a Distinction. His study included a research project concerning the "implementation of service management”.
Eddie previously delivered a successful webinar about “Implementing Service Management” in which he compared and contrasted the real life practice to the academic theory concerning service management implementations which can be found on our BrightTALK channel. This follow up webinar builds upon this theme and discusses “at what point have we implemented service management” and “how do we maintain the momentum". View recording here https://www.brighttalk.com/webcast/10001/173745
World class EA - Governor's Approach to Developing and Exercising EA Capabili...Sriram Sabesan
This presentation is a summarization of WhitePaper on the same topic. Get the Whitepaper at:https://publications.opengroup.org/white-papers/w178 and listen to the Webinar at https://publications.opengroup.org/webinars/d205
View the slides for our webinar on Cracking Cultural Change or view the webinar here https://www.brighttalk.com/webcast/10001/198411
Cultural Change is one of the hardest things to crack within any organisation, let alone within IT. IT is fast paced - moving responsively to the business, technological and even public requirements. However, a required cultural shift from within is rarely successful. On average a mere 30% of Cultural Change Initiatives are successful, and a lot can be lost when it fails!
Join Helen Windle, ITSM Consultant, as she guides you through the key points to get it right first time.
The key to successful Digital TransformationMegan Hunter
Many companies see technology as the key to delivering transformation and whilst technology plays a vital role in enabling business change, it is only one piece of the jigsaw.
Implementing transformational solutions is something most companies do once or twice a generation, and it’s like performing open heart surgery. The decision to undertake these projects is not taken lightly, and the business world is plagued by examples of implementations that haven’t delivered the desired business outcomes, are late and exceed budget.
With contributions from key Microsoft partners, including IBM, QuantiQ, PwC, Avanade, KPMG Crimsonwing, and Hitachi Solutions, this White Paper discusses the common features that differentiate the successful business transformation programmes from the failures, and why all programmes must address the following: clarity; having the right team; securing talent; selecting the right partner; adopt, not adapt; strong governance; external assurance.
Digital Transformation Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Digital Transformation Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 3,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation Toolkit. It includes all the Frameworks, Tools & Templates required to successfully undertake the Digital Transformation of your organization.This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
LITA Executive Webinar with Niels Loader
Niels will share the insights gained in determining and implementing metrics within IT, particularly focusing on the metrics used in a Lean IT organization. He will focus on the key pitfalls and successful strategies for getting to the right metrics and making them work.
Toward an organizational E-readiness Modelaqel aqel
Many leaders and executives are wondering what preparations their firms should have in order to be ready to transform into digital era? Organisational e-readiness is a complimentary part of global, regional and national readiness to digital era. This book argues the importance of e-readiness assessment in a structured and quantitative way that contain relevant and valid criteria to assess readiness within organization from various and balanced perspectives. The proposed organizational e-readiness model consists of five interrelated categories; these are strategy, business process, technology, changeability, and ICT security.
Learning from the fast developing practice of Lean IT by Steve BellInstitut Lean France
If ERP can become agile, promote standardized work, reduce information waste and errors, and enable data-driven decision making, can it add value to a Lean enterprise?
If you practice the four Lean principles well,
but don’t focus on value streams and their owners,
will Lean IT produce sustainable results?
Steve Bell answers these big hairy questions and several essential others in this presentation....
Watch Steve's presentation video on: http://youtu.be/VG0_Id5EaOs
Check out www.lean-it-summit.com for more Lean IT videos and presentations.
Modelos Europeos de Farmacia - Reino Unido 1. Sistema Sanitarioratiopharm
Revisión de uno de los modelos de farmacia más exitosos a nivel europeo, como es el británico. Podréis encontrar mucha información sobre su modelo retributivo y los servicios que ofrecen a la población.
The Seven Enablers & Constraints Of IT Service Management - Research Update 2011Pink Elephant
This paper represents an update to research into the critical success factors for ITSM projects Pink Elephant undertook in 2008. The findings of this paper examines each of the seven enablers and provides insight into their relative importance and impact on ITSM projects based on Pink Elephant’s research and our experience over the past 14 years.
Whitepaper di approfondimento dedicato ai vantaggi che un approccio basato sulle best practices ITIL nell'IT Service Management porta alle organizzazioni
Similar to CIHS Top Tips - Implementing ITIL successfully V2.0 (20)
“Service Level Agreements are the cornerstone upon which effective IT Service Management is based, and they are central to building and maintaining a positive relationship between the user community and the IT Department”.
It is not possible to understate the benefits of good Service Level Agreements however, we rarely see good Service Level Agreements in practice.
Top Tips for Implementing ITIL successfullyTanya Marshall
Well designed and well managed ITIL based service improvement initiatives will deliver significant benefits in any organisation. Here we provide you with guidance on 5 of the most common (and most damaging) pitfalls that should be avoided when undertaking an ITIL initiative.
This White Paper discusses how a Configuration Management Database (CMDB) can be used as the basis of a Configuration Management System and be used to manage risk and control costs in an IT Service Management environment.
An in-depth white paper exploring the definition of CMDB, how to select a CMDB solution, how to populate it and especially how to make it work within a CMS.
It also looks at the role of a CMDB in two key ITIL processes – Change and Incident Management.
White Paper: Knowledge management within ITSMTanya Marshall
*Finalist in the itSMF “Thought Leadership” Awards 2015*
This White Paper discusses how Knowledge Management (KM) can be used to manage risk and control costs in an IT Service Management environment.
The paper identifies four “hot spots” based on the author’s experience, outlines common problems and suggests solutions for using effective KM.
CIHS Top Tips - Implementing ITIL successfully V2.0
1. Introduction
Well designed and well managed ITIL based service improvement initiatives will
deliver significant benefits in any organisation.
But, the unfortunate truth is that in the majority of cases, ITIL based initiatives deliver
very little benefit.
Many IT organisations seeking to improve their performance as an IT Service Provider
turn to ITIL for guidance. The majority of these organisation do not attain the expected
benefits or (even worse!) they find that their performance and reputation with the
business have moved in the wrong direction.
A common reaction is then to blame ITIL… but the real reasons are usually far more
fundamental.
These reasons are generally linked to the way these organisations have implemented
ITIL, and the fact that they may have fallen foul of one or more of the common pitfalls
associated with an ITIL based initiative.
Here we provide you with guidance on 5 of the most common (and most damaging)
pitfalls that should be avoided when undertaking an ITIL based initiative.
This is not a comprehensive listing and it does not detail all of the pitfalls you are likely
to encounter, but these are the most commonly observed.
Charles Fraser – Partner Consultant (ITIL, ISO20000)
Implementing ITIL successfully– 5 pitfalls to avoid