Getting value and ROI from ITSM training - Paul Wilkinson, GamingWorks
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Despite the massive investments in ITSM best practice training and certification, many businesses fail to see a meaningful return. Attendees to this session will learn about three specific approaches which can make significant, sustainable improvements to personal development, overcome resistance and increase buy-in, and leave with concrete, pragmatic tips to apply within their organisation.
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Getting value and ROI from ITSM training - Paul Wilkinson, GamingWorks
- 1. © GamingWorks How to increase the Return on Value of a training investment, realizing demonstrable RESULTS. The number 1 SUCCESS or FAIL factor for ITSM
- 2. © GamingWorks Trends = Business dependency IT Transformation CIO needs: Nr 5: Leadership development and staff training “….from Internal focus to outside-in, business focus and a Customer and Service culture…….” 1 2 Business & IT productivity IT and Business alignment Business agility & speed to market Business process management & reengineering IT cost, reliability & efficiency and security Increasing impact ITSM as a strategic capability Growing importance, & dependency Poor ability to execute CobIT ISO 27.. 20.. ITIL Prince2 PMI DevOps ISO 38.. BiSL KT Togaf Scrum Agile
- 3. © GamingWorks Strategic Assets People Our IT people are becoming Critical assets for Business growth and continuity Trends = ITSM a Strategic capability
- 4. © GamingWorks A (learning) Approach to MAXIMIZE RETURN ON VALUE Agenda BEYOND TRADITIONAL training interventions Create buy-in, overcome resistance, empower People MEASURING IMPACT ……..using a Case…
- 5. © GamingWorks Case: Customer X Busy with ITIL Foundation training….(20 K invested) …...bought a tool…(50 K invested) developed processes…. (10 K invested) …wasn’t working…..resistance… no information….no control….. …..wants VALUE and RESULTS 52% Fail Due to resistance 70% Don’t Get value from ITSM Investment
- 6. © GamingWorks How can we see and measure the impact on V,O,C,R? Which problem do we want to solve? What is your learning objective? What is the desired Behavior? What will we see differently? Which Skills, Knowledge & competences do people have/need to do this? How do we evaluate the learning experience? How can we evaluate that the knowledge or skills have been learnt/ applied? Which new behavior will we see at the workplace, how can we enable this & measure? An effective approach - maximize value 3% ‘Wish’ – (Behavior) Objective/ problem ‘Wish’ Behavior Competences Test prove Business results Learning process Functioning Which learning intervention or exercise can help achieve this? Intervention ‘Serious Game’
- 7. © GamingWorks Knowledge: Expertise and skills acquired through experience or education; the practical or theoretical understanding of a subject. Education and Theory Where do we go WRONG? A SERVICE is a means of delivering VALUE to customers by facilitating OUTCOMES customers want to achieve without the ownership of specific COSTS & RISKS. ITIL Certification ‘Wish’ – (Behavior) Objective/ problem ‘Wish’ Behavior Competences Test prove Business results Learning process Functioning Intervention ‘Serious Game’
- 8. © GamingWorks Value and Outcomes Intake & Transfer It is through an effective INTAKE & TRANSFER of learning into the Working environment that VALUE is created and knowledge translated into RESULTS Knowledge translated into Results ‘Wish’ – (Behavior) Objective/ problem ‘Wish’ Behavior Competences Test prove Business results Learning process Functioning Intervention ‘Serious Game’ Translating theory into practice ‘New behavior’ • Don’t get the HOPED • For VALUE >70%
- 9. © GamingWorks ABC Assessment Help identify ‘Undesirable behavior’ & ‘Resistance’ To help scope the Problem and identify ‘Undesirable behavior’ Customer X
- 10. © GamingWorks Help identify ‘Undesirable behavior’ & ‘Resistance’
- 11. © GamingWorks Help identify ‘Undesirable behavior’ & ‘Resistance’
- 12. © GamingWorks Problem/Wish - New behavior/ Business results Dissatisfied Customers Poor availability Re-inventing the wheel, wasting money and time No control Staff frustration Customer focused All incidents recorded Support staff record & transfer work-arounds Managers addressing people on behavior We prioritize using Business impact We continually improve We give direct feedback Improved Customer satisfaction Improved availability Less wastage Improved motivation
- 13. © GamingWorks Competences Test prove Learning processIntervention ‘Serious Game’ ABC (Customer/Resistance) Apollo MT Define ‘Wish’ – agree Transfer role of managers Apollo Employees – define Wish, identify resistance capture improvements Define measurements Leadership Learning Intervention
- 14. © GamingWorks User Call center 1 st Level support 2 nd Level support 3 rd Level support Supplier Flight Director Business Mission Director Experiential Learning – Business simulation Developing a Tool,Developing a Tool, to enable the processes,to enable the processes, support decision making,support decision making, Manage the workload,Manage the workload, Transfer knowledge,Transfer knowledge, Solve issues.Solve issues.
- 15. © GamingWorks Managers focus on desirable behavior, REWARD & CONFRONT Use daily contact moments: - Coffee machine - Meetings - Waiting for elevator Give right example Present results, ask for suggestions Set priorities in line with SLA Develop own procedures, KPIs – together. Apply CSI Confront each other on behavior Update the tool with accurate, useful timely information to enable resolution and control Go into business and observe use. Present back to teams What do we AGREE to do Differently….how can we ENSURE this? Transfer into the working environment
- 16. © GamingWorks Behavior 1st 2 mnth I know why we need to document and register all relevant items. 6,5 I register all the items I need to document. 6.7 I regularly use information from the tool. 6,0 I observe other people recording useful information 5,4 I observe that others are using information to make decisions and reporting 5,7 I see managers confronting undesirable behavior and promoting new processes 5,8 Measure behavior - Progress Measuring current behavior & change over time.
- 17. © GamingWorks See! managers don’t really care That’s not what we agreed! It can get WORSE I don’t have the time…. I’ve got more important things to do….. Rewards!?…..nonsense, they’re adults I already told them what to do!.....
- 18. © GamingWorks Measure behavior - Progress Behavior 1st 2 mnth I know why we need to document and register all relevant items. 6,5 I register all the items I need to document. 6.7 I regularly use information from the tool. 6,0 I observe other people recording useful information 5,4 I observe that others are using information to make decisions and reporting 5,7 I see managers confronting undesirable behavior and promoting new processes 5,8 8,6 7,6 7,1 6,8 6,9 7,0
- 19. © GamingWorks Behavior 1st 2 mnths Our processes are designed based on customer focus and Service Catalog. 6,1 Our new tool is effective and delivers added value. 5,7 We spend enough time carrying through on process & performance improvement. 5,8 My work is more effective and efficient. 5,9 Other people always stick to agreements made 5,7 Other people regularly inform me about status of the agreements we made. 5,6 7,2 7,2 7,1 7,5 7,0 7,0
- 20. © GamingWorks Busiss results 1. Improved Customer satisfaction rating 2. Improved 1st call resolution and availability of key focus systems 3. Improved staff satisfaction 1. 32% score 8+ on “My work is more effective and efficient” (47% 7+) 2. 29% score 8+ on “Project X brings results” (41% 7+) 3. 34% score 8+ on “Project X has improved my work” (47% 7+) I have better control. Insight & decision making I am better able to help and inform customers 1st call resolution went up from 65% to 75%, representing 40000 additional calls resolved, saving 2 Million Koner and the business outcome? improved patient care and patient safety.
- 21. © GamingWorks Use the 8-field model to identify desirable and undesirable behavior that needs changing Do this together with the teams and managers (Use ABC cards to help assess, discuss) Explore using ‘experiential’, learning by doing (also coaching) to translate theory into practice Start measuring behavior and impact, review with ALL teams then focus on next behavior
- 22. © GamingWorks Thank You Any questions? p.wilkinson@gamingworks.nl www.gamingworks.nl
Editor's Notes
- Many other interesting sexy topics and trends, devops, agile, SCM …..I often get people ask me ‘why don’t you do one of those instead of this boring subject on ‘training’ – we all do that! We all know how to do that! Exactly: there are more than 2M ITIL certificates and still 70% to 80% DON”T get the hoped for value from their training investments….so what, why change a good thing…it gives the ATOs plenty of new training opportunities! In this PPT I will probably upset the ATO’s, the consultants, Axelos and even the customer organizations…..why do I want to do that! I will show you why we MUST change, I want to shake up the industry…it is one of the reasons I have agreed to participate in the practitioner initiative however I still have to be convinced it is going the rigt way and doesn’t become yet another ‘theory’ certificate.
- So why is training important now? If we look at what is happening in IT world. Massive increase in business demands Growing importance and dependency Still a need for Talent development. Why? Something like 98 billion lost by throwing things over the wall 26.5 billion lost due to downtime…nothing to do with technology it’s a people thing Look at trends ITSM is suddenly a strategic capability!!! 26 CIOs – we are going through a transformation……need for leadership development and staff training. Who are the leaders? Who sends anybody on training? ….. Training we don’t mean yet another framework and set of certificates So far the hunt for certificates hasn’t worked. 2m certificates, 70-80% don’t get the HOPED for value….our APPROACH to the way we train and the type of training don’t give a good ROV
- I can just hear the business managers explaining this. ‘Our IT people are now strategic assets!’ I wanted to make a T-shirt for the conference to remind us all that we are now strategic assets only something went wrong with the font. So the question is are we, or are we going to become strategic assets or tragic asses….the consequence of THAT being outsourcing.
- I want to show a tried and tested approach that works, one that can help you maximize the return on value of a training investment, one that can help make the transformation…..going beyond traditional approaches, creating buy-in, helping deal with resistance, helping translate theory into practice and helping to measure and demonstrate the impact of training interventions. I will show you using a case study (actually it is a combination of case studies)
- Customer X was busy with a traditional approach, I will show you shortly what that was. Customer X had spent a lot of IT budget on PPT. But wasn’t getting value. We hear this so often….how many recognize this? Customer X wanted to break through this. Customer X heard from other C level managers had THEY had approached this and made significant improvements…..
- We will start with an effective approach. This is a model based upon 2 different recognized models for Learning interventions. I want to explain this model, use it to show where we are going wrong and use it to show how a customer X used it to Achieve a transformation in attitude, behavior and culture and gain results. On the right side a model by Kirkpatrick for evaluating training interventions. There are 4 levels. How many people measure at level 4? Industry analysis revealed only 3% - our surveys around the world show this to be slightly higher but less than 20%.....Is it any wonder 70% don’t get the value they hoped for from ITIL. The left side is by Kessels and Smit, who developed a way of selecting training interventions. The left side answers the questions ‘what do you want to achieve?’, the right side ‘when are you satisfied?’ Let us see where we often go wrong…..
- Why we often fail is this. Very often people have already decided. We need to improve, we are going to adopt ITIL, therefore we need to send people on ITIL training to gain ITIL knowledge. Why? We need to be more effective? Why?....er? What if you don’t do ITIL? What are the consequences? Who is feeling any pain and what is that pain? …..we had a major outage twice, one from a change and one we should have already known how to solve, what was the impact to VOCR of the outage? …….Business risk, damaged image and reputation if not available…...Ah! So you want to improve availability? A definition of knowledge is. The ITIL training focuses primarily on education and theory…….not on practice or experience of developing the skills and capabilities to actually do anything with it or decide how it will be transferred into daily operation. ‘I was told to come to the ITIL training…’ ‘I just need to pass the exam’ ‘We have no time or desire to do any simulation to see if we can USE the stuff…..we just want to spend the time studying to pass the exam………being able to DO something with ITIL isn’t my problem….I was told to come.’ How do we evaluate this? Do you know what is important V,O,C,R?.........’…..Do What? What are you on about?’ Why do you get paid? To solve problems……..NO!, NO! NO! Preferably to stop them from happening in the first place…..then we wouldn’t have anything to do!?
- Value generation and outcomes with first understanding the problem and the goals. What is the problem, the pain, who has it? Many people don’t know why they are DOING ITIL. V,O,C,R? Many do not know the SLAs/KPIs – what demonstrates success. How can we measure we are successful?Which KPI will impress the business in the elevator…..’so, we spent all that money on ITIL, what did we get?’ If you are doing ITIL what is the BEHAVIOR you will see that demonstrates the problem is solved, what will we see managers and employees doing differently? If we send people on training how will we ensure they can use the new knowledge and skills? How can we facilitate this, support it, enable it, how can we ensure that the desired behavior is happening and people don’t revert back into old ways of working.
- We wanted to help customer X understand why they weren’t getting the value, why they were getting resistance and what ‘undesirable behavior’ existed that they wanted to get rid of, we did some ABC exercises involving people from all departments and levels of management & customers. We involved customers so they could explain what they wanted to see changed. What Problems they experienced and how this impacted their V,O,C,R
- We used this model to identify the problem, why were they doing ITIL, what problems were they experiencing that they wanted to solve. Were people told this when they were sent on ITIL training? We asked what behavior will we see that shows the problem is solved, what will we see if we walk around the IT department? How will we ensure, after the training intervention that what is learnt is actually used and applied and we can see this new behavior? How can we check and measure the changes and improvements in behavior and how can we measure the impact, what KPIs can we put in place that demonstrate the impact of the new way of working? This is very often not easy, managers always answer ‘good questions……we never really thought about that, we never really looked at it like that’. If managers don’t know then how can employees be expected to suddenly do what is right and necessary, simply because they have some new theory, knowledge and skills?
- We can then decide what competences are needed, such as the ability to capture and analyse incidents to create problems and workarounds, Managers will need to learn to give direct feedback on undesirable behavior, we can then determine the learning interventions, this may be standard ITIL training or it may be workshops, on the job learning. Customer X chose for a business simulation and the ABC cards to perform some self assessment exercises.
- In the business simulation
- This is what was captured as critical success factors for transfering and embedding improvements in the organization. In the simulation they had seen, felt and experienced how this had led to a solution to their problem and an ability to measure and demonstrate value.
- A way of embedding activities, retaining a focus and attention on the desirable behavior was to measure the current perceptions of behavior and then repeat this over time. To see if the improvements were taking place.
- However, things CAN get worse. People are energized, enthusiastic, wanting to improve. In the words of Tina Turner taken from the song simply the best…. When management attentions and commitment leaves you can start losing control and all that positive energy becomes re-enforced negative energy and resistance. These are two common cards that happen when managers lose focus, spend less time. It is crucial to spend time and effort until the new behavior becomes embedded in the way people do things, until ther is some ownership, until people start seeing and feeling the wins, the benefits, the what’s in it for me, or accepting that undesirable behavior is no longer being tolerated by managers nor peers.