A presentation on how to scope the role organization has to play in implementing a service management program.

1. It’s the Organization,
Stupid!
John M Walsh
www.johnmwalsh.com

2. Session: It's the Organization, Stupid!

3. Target Audience
Those of you:
– looking to choose a new Service
Management solution
– having recently selected Service-Now
and would like to hear from those of us
who have implemented S-NOW
– extending their current use of Service-
Now

4. Introduction
• About John M Walsh
• Current Assignment
• How Service-now.com came into the
picture

5. About the topic?
1992 US Election Slogan
“ It’s the Economy, Stupid”

6. About the topic? 20
years
on
...
It’s
s/ll
the
Economy,
Stupid!
“ It’s the Organization, Stupid”
Informa(on

7. Scope of “Organization”
• Culture
• Strategy
• Org.
Units
• People
• Training
• Tool
• Suppor/ng
technology
Informa(on
• EA
Principles
• Policies
• Process
&
Procedures

8. Service Management Program
Typical characteristics:
– Large part of (Service) organization is
involved (direct or indirect)
– Usually triggered by IT
– Current processes are reviewed for upgrade
– New processes may be added
– Interfaces to other processes/Tools in scope
>> Implies Change within the Organization <<

9. Approach tools: The Business Focus
Business
Strategy
What
does
Business
want?
Business
Capability
What
does
Business
do?
Business
Value
Stream
How
does
Business
Operate?
Business
Knowledge
What
does
Business
Know?
The
Organiza(on
How
is
Business
constructed?

10. Approach tools: The Change Focus
John
Ko@er’s
8
Steps
for
Leading
Change

11. When Business meets IT
• Social Media rocks ...
• Technology becoming a commodity
• IT is more Agile
• Business knows what it wants and
how to get it
• Organizations (Business and IT)
struggle to capitalize

12. Why the focus on Organization?
• Service-now Technology best of the breed
of Process implementation tools
• ITIL Processes well outlined compared to
other processes
• Biggest variable is the organization
– Often underestimated
– Not understood
– Misinformed

13. Service-now and the Organization
• Service-now attracting companies
interested in a Service Management
solution … which are
– Mostly IT focused … and have
– ITIL Business Processes scope … and want to
– Replace old Tool with new Tool
• But Service-now has much more to Offer
than just a Service Management platform!

14. Rethink the Organization’s needs
• Suppose a technology framework exists
that:
– Is modern
– Easily implements a Business Process
– Integrates with your existing technology
– Evolves with the environment
– Models your Organization
• Users, Groups, Managers …

15. Rethink the Organization’s needs
How to optimize your investment:
– Scope of Use
• Horizontal across the organization
• Vertical within the organization
– Way of using it
• Inter-process
• Intra-process
• Interoperability

16. Most common issues
• Driving Strategy is not always that clear
• An EA approach is often lacking
– No one has a handle on overall process needs
• Tool selected and labelled as a Service
Management Tool
• Process centric / Technology centric issues
• Starting too quickly with the Tool
• Vendor locking

17. 9 Key Lessons Learned

18. 1
Dare to set the bar high enough
Challenge and Clarify:
– Related Strategy initiatives
– ROI related to Scope of Use. Not just ITIL or IT
– Stakeholder involvement
– Vision Statement for the initiative
– Executive buy-in

19. Discover the ITIL Business Process
2
scope
– Establish/Be part of a "Coalition Team"
– Work with your EA (or equivalent) Team to
determine scope
– Move away from an IT-centric solution
– Set priority based on needs, quick wins and
complexity

20. Establish broad-based Team
3
– Select right Team from both Business+IT
– Invest in building the “winning team” to
make it happen: Think:
• Tool Expert
• Process Managers
• Power Users
• Quality (CSI) Manager

21. 4
Seek Approval at all levels
– Approval is recognition which creates
Confidence and Trust
– Approval at Management level well
documented but …
– Approval by power Users, often informal is
key to success

22. Implementation approach should be
5
easy to communicate
Deploy
• Deploy
Process
• Pro-­‐ac/ve
Support
Transi/on
• Repor/ng
• Workflow
implementa/on
Design
• Integrate
with
Landscape
• Define
Policy
• Training
• Define
Process
Ini/a/on
• Scope
• Roles
&
Responsibili/es
• Process
Interfaces
Deploy
Process
a
• Stakeholders
• Awareness
• Tool
Interfaces
Transi/on
• SWOT
Design
• WBS
Process
b
Ini/a/on
Act
Plan
CSI
Check
Do

23. Define a suitable Framework and
6
Test it!
– Fit it to the Technology/Process balance
– Link to Strategy and other processes
– Make it attractive and appealing to read. Not
easy!
– Get Stakeholders to Verify the Process and
Approve it

24. Start with implementation only
7
on agreement of the Process
– I Know. It’s obvious. But why do so many fall
at this fence?
– Process (Procedure) needs to have the right
level of detail
– For Larger organizations, need to be strict
– Get Stakeholders involved early in the
process
– Don’t get bogged down in the details

25. Get Stakeholders to validate
8
the Process
– Project Team are not be best to validate.
– Take time to do early Usability testing
– Remind Stakeholders of their responsibilities
– Control scope creep at this point

26. After Going Live, the work is not
9
over. Time to promote and improve.
– Promote the Process
– Promote a spirit of continuous improvement
– Remind ourselves of why the process was
implemented this way and what we
expected to achieve.
– Don’t Stop until you achieve your Goals

27. Final Remarks
• Tool not the issue
• Processes not the Issue
Politics - Habbits - Vision - Culture - Scope - Sponsorship
Approach - ROI - Spirit of Improvement and Will to Succeed
Can we make a success of IT?
Y E S W E C A N :)

29. Thank You
John M Walsh
Enterprise Architect
For
more
informa/on,
feel
free
contact
me
at:
e-­‐mail:
info@johnmwalsh.com
Web
site:
www.johnmwalsh.com