This document discusses managing organizational change across the IT service lifecycle. It begins by introducing the IT service lifecycle model and explaining that managing change requires considering organizational structure, culture, and processes. It then discusses diagnosing why change is needed, implementing change using a three step process, and identifying strategies to assess and manage change. Finally, it examines how organizational change aspects relate to each stage of the service lifecycle from service strategy through service operation. Key aspects include assessing culture, transition capabilities, and designing organizational change.

1. Managing Across the LifecycleWelcome

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3. AgendaUnderstanding how organizational change helps manage across the lifecycleIdentifying organizational change aspects in each lifecycle stageGuidance on introducing change to your organization© Crown copyright 2007. Reproduced under license from OGC.

4. Managing Across the LifecycleA truly integrated lifecycle approach requiresMore than implementing individual processes or stagesConsideration of organizational structure and cultureInstitutionalization of processes A commitment to continual service improvementTime to learn, adapt and matureCritical Success Factors, KPIs and metricsAssigning roles and responsibilitiesManaging organizational change is an important element of managing IT services.

5. IT is a Complex SystemIT is a complex system built on the interdependent components of people, processes and technologies.Complex systems face unusual challenges because theyAre adaptive and self-organizingCan be self-stabilizing and policy resistantMay overwhelm our ability to understand themHave limited learning horizons that react and predict instead of learning from eventsMay break services into discrete processes managed by different groups that require coordinationMay not see the long-term consequences of decisions and actionsMay resist change

6. What is Organizational Culture?Organizational culture is a set of share values and norms that control the IT organization’s interactions with each other and customers.Terminal value are desired outcomesQuality, excellenceReliabilityInnovationProfitabilityInstrumental values are desired behaviorsHigh standardsRespecting tradition and authorityActing cautiously or conservativelyBeing frugal

7. Analyzing Organizational CultureTo analyze organizational culture Identify terminal and instrumental valuesDetermine if goals, norms and rules are relaying the value of the organizational culture to staffIdentify areas of improvementAssess how IT introduces new staff learn the organizational cultureCulture is transmitted to staff through socialization, training, stories, ceremonies and language.

8. Changing Organizational CultureDon’t start out to change the culture - change people’s behavior Senior management plays an important part and must Follow processes (be a role model)Reward people for following processesReward people for CSIHR must help as changing employees’ behavior is directly tied to Job descriptions including SM responsibilities and CSI activitiesEmployees’ goals and objectivesPerformance plans should be directly related to fulfilling responsibilities and expectationsRecognition and rewards should be based on performanceTraining, creating awareness and tracking results are importantWhat gets rewarded gets done.You get what you inspect not what you expect.

9. Change Must be ManagedSenior executives often Skip organizational change Dictate behaviorSuch an approach May work in the short termTypically falls apart in the executive’s absence

10. Why Do People Resist Change?Loss of controlExcessive personal uncertaintyDislike surprisesIt’s different or unfamiliarLoss of faceFear around competenceRipplesIncrease in workloadPast resentmentsReal threats

11. Managing Organizational ChangeResistance to change will force the organization to revert to previous behavior unless steps are taken to refreeze the new change.© Crown copyright 2007. Reproduced under license from OGC.Diagnose why there is a need for changeDetermine the desired stateImplement the change using the three step processIdentify possible impedimentsDecide who will be responsible for implementation and controlSelect the strategy that will be the most effective in the three steps

12. Organizational Change and the Service Lifecycle

13. The Service Lifecycle and Organizational ChangeService Strategy and Service Design Assess the organization’s cultureAssess the IT organization’s transition capabilities and capacityDesign the organizational change Service Transition ensures The organization and stakeholders are readyThe change Happens as plannedDelivers the predicted organization, capabilities and resources

14. Organizational Change DeliverablesService Strategy and Service Design may provide a Stakeholder map Organization and capability assessment Required competency model and competency assessments Constraints (including organization, capability, resources) Communication Plan Service Management process model Policies, processes and procedures RACI matrix for managing change Relationship management Supplier frameworkService Transition may also validate approaches to careerplanning, performance evaluations, rewards and compensation and recruiting and selection.

15. Organizational Change StrategiesStrategies can be used to Assess the approach from Service Design Manage change during Service Transition Identify issues and risksStrategies includeEducation and commitment

16. Participation and involvement

17. Facilitation and support

18. Negotiation and agreement

19. Manipulation and assimilation

20. Explicit and implicit coercion

21. Rewarding desirable behavior

22. Identifying and addressing dislikes

23. Being sensitive

24. Being a role model

25. Using peer group pressure

26. Celebrating successManaging Change in Service OperationWhat triggers Service Operation change?New or upgraded HW, SW, network or systemsLegislative, conformance or governance changesObsolescence Changing business requirementsProcess enhancements including new toolsManagement or staff changesService level or provision changes including outsourcing

27. CSI and Organizational CultureCulture is A key issue in implementing CSIContinually named as a barrier in realizing organizational changeProcess reengineering changes everythingPeople, processes, technology, managementThe softer aspects of organizational change must be considered in order to improveResistance to changeGaining commitmentEmpowering, motivating, involving and communicating with stakeholdersContinual improvement requires moving away from the hero mentality and focusing more on proactive planning and improving.

28. Transforming Your Organization

29. Eight Steps to Transforming your OrganizationCreate a sense of urgencyForm a guiding coalitionCreate a visionCommunicate the visionEmpower others to act on the visionPlan for and create short-term winsConsolidate improvements and produce more changeInstitutionalize the changeSource: Eight Steps to Transforming your Organization John P. Kotter

30. How to Institutionalize Change Hire people with ITIL or proven customer / service oriented experienceInduct new employees (business and IT)“This is the way we do things”Offer ITIL and service management trainingEnsure goals and reporting match changing requirementsEnsure action items are identified and acted uponIntegrate IT solutions and projects into existing processesEnsure everyone knows what to do, when to do it and how to do it

31. Use a RACI ChartIdentify the activities/processesIdentify/define the functional rolesConduct meetings and assign the RACI codesIdentify any gaps or overlaps – for example, where there are two Rs or no Rs (see analysis below)Distribute the chart and incorporate feedbackEnsure that the allocations are being followedBeing clear on who has input, who decides and who takes action will enable the company to move forward rapidly.

32. Analyzing RACI ModelsAnalyzing the RACI model avoids conflicts and balances workloads.Too many As for one roleAre duties segregated?Should someone else be accountable?Is this causing a bottleneck? Too many Rs for one roleIs this too much for one function or person to handle?No empty spaces for a roleDoes this role need to be involved in so many tasks?More than one AOne role should be accountableMore than one RIf roles are unclear, no one will take full responsibilityNo Rs Must have at least oneToo many CsWhat are the requirements or benefits for involving many roles?No CsDo communication channels encourage consultations?Functional Role Analysis Activity Analysis

33. Thank You for AttendingYou’ll know you’ve succeeded when people defend procedures, make suggestions and are proud of accomplishments. That’s when you are truly “managing across the lifecycle”.Questions?www.itsmacademy.com

34. ITSM Academy is Licensed by the Commission for Independent Education, Florida Department of Education, offering occupational ITSMP℠ Diplomas. On our website, this symbol indicates courses which accrue clock hours toward a Diploma as: Change Manager  Support Manager  Service Level Manager IT Service Management Professional (ITSMP)℠ Diplomas

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