Practical ITSMS Transformation Techniques Competency Building


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A core element of any transformation initiative is preparing the people competencies required for achieving sustainable transformation.

This white paper describes the integrated Competency development program aimed at addressing the needs of enterprises to ensure that their people are prepared and able to transform from the traditional Technology based management style to a Customer Outcome focused Service Oriented Management style

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Practical ITSMS Transformation Techniques Competency Building

  1. 1. FlexModeIP Practical ITSMS Transformation Techniques Competency Building ProgramFlexModeIP Service Oriented Architecture IT Service ManagementTransformation FrameworkSukumar Daniel,Action Researcher,Action Research Foundation
  2. 2. “The complete learning experience encompasses much more than the period of Instruction”Six Disciplines of Breakthrough Learning: How to Turn Training and Development into Business ResultsPfeiffer Essential Resources for Training and HR ProfessionalsTable of ContentsFlexModeIP Practical IT Transformation Techniques Competency Development Program ................ 3FlexModeIP Practical ITSM Transformation Techniques Program Life-Cycle .................................... 4 Stage 1: Preparation for Learning .............................................................................................. 4 Stage 2: Instructor Led Learning ............................................................................................... 5 Stage 3: Learning Transfer ........................................................................................................ 6 Stage 4: Celebrating Success..................................................................................................... 8 Stage 5: Continual Improvement ............................................................................................... 8 Page 2
  3. 3. IntroductionFlexModeIP Practical ITSM Transformation TechniquesThe FlexModeIP Practical ITSMS Transformation Techniques Competency Development Program, by design, embed the principlesoutlined in the “Six Disciplines of Breakthrough Learning: How to Turn Training and Development into Business Results (PfeifferEssential Resources for Training and HR Professionals)” book see details at shorter publicly available introduction is available from the Authors at reader is encouraged to visit these documents and read the book. Extracts from the Introduction are used to demonstrate theapplication of the 6 D’s in the FlexModeIP Practical ITSM Transformation Techniques Competency Development program to ensure thatlearning translates into value for the Business by vastly improving value realization from ITSM Transformation Initiatives.Our transformation philosophy is realised on the basis ofinterventions that create and use a collaborative peopleenvironment and work simultaneously to impact the fourdimensions of People, Process, Tools (Products) and Partnerships.We believe that Trees, survive, bloom and prosper then they arefirst planted on well prepared Ground. The FlexMode ITSM SOAFramework therefore; mandates that the ‘TransformationProgram’ establishes a Program Management Unit to exercise overall architectural control over thefour dimensions of People, Process, Tools (Products) and Partnerships. This unit will play the role ofthe ‘Gardner’; by preparing the land, planting the seed and keep growing healthy trees; thatoptimise the yield of enjoyable fruit.While external subject matter experts and other professionals have a role to play, and providevaluable contributions, one of the four overriding principles that distinguishes Action Research fromother program management approach, can be stated as; “In most of its forms Action Research isalso participative (among other reasons, change is usually easier to achieve when those affectedby the change are involved) and qualitative.”For successful transformation, the people of the organisation need to own the construction,operation, extension and improvement of the enterprise’s Service Management System and itsenabling underlying automation Layer. Others can only Guide and mentor or provide technology.For IT to transform from an operational value to a tactical and strategic value for the enterprise,there must first be in existence a people driven, Service Oriented Architecture based Servicemanagement System that provides transparency across the supply chain of every Business Service.Many enterprises tend to see the fourdimensions as discrete operational projectareas and limit Tool or Process Initiatives bynot providing budgets, for cost of effort,required for building competencies andpreparing the people environment. This lackof focus, on a key success factor, results indrastic reductions in value delivered by theseprojects and usually leads to disappointmentin accruing perceived values. Page 3
  4. 4. FlexModeIP Practical ITTransformation TechniquesCompetency Development ProgramAn end-to-end innovative program designed to delivertransformational results by converting learning intobusiness results for ITSMS Transformation initiatives.While traditional ITSM learning programs, such as popularCertifications in ITIL, ISO, COBIT, EA, and otherinternationally available programs, adequately identify IPlearning objectives of “what people know” or “be able to do” at the end of the program, the FlexModeTransformation Techniques Competency Development Program components bring additional focus on; “whatthey will practically do” after the training to achieve business-value objectives of the Transformation Initiative.The program uses a life-cycle model that applies the 6 D’s in a 12week time frame and uses, Schewart’s PDCA cycle good practicedetailed in the ITI CSI book. Values include;  Makes learning more strategic by making clear the relationship with the organisations mission.  It increases the motivation to learn and collaboratively work by answering the “What’s in it for me?” question.  Increases the likelihood of investment by making the business value explicit  It puts attention on the collaboration between learning managers and the line managers that; producing on the job results can only be obtained with their support and reinforcement.FlexModeIP Practical ITSM Transformation Techniques Program Life-CycleStage 1: Preparation for LearningThe program starts with a rapid Initial “Discovery Assessment” to identify and alignwith the executive management’s objectives for the transformationinitiative; by researching the existing operational culture and includes anoverview of the Business of the Enterprise and its alignment withITSM services using Service Oriented Architecture principles.Based on the outcome of the Discovery Assessment andagreed strategy, a custom built version of the end toend program is built and delivered. Keeping in mind thetransformational requirements a Preparatory LearningWorkshop called the Practical ITSMS TransformationTechniques, Foundation Workshop is conducted tocover as large a section of the staff as found viable.This workshop has a very high content of practical exercises and breakout sessions which use lateral learningtechniques to ensure knowledge transfer and Internalisation. Learning Content includes;  Introduction to IT Service Management Systems  Leveraging Enterprise Architecture Principles for creating Service Management Systems SOA based Supply Chains for IT Service Management  Foundation Level Introduction to good practices of the ITIL Service Management Life-cycle and their application  Personal and organisational values the come out a collaborative approach in building an automated IT Service Management System Page 4
  5. 5. Stage 2: Instructor Led LearningThis phase covers three major action elements. 1. Establishing a core group of staffers who will lead the transformation actions. 2. Instructor Led Practical ITSM Transformation Techniques Practioner Workshop 3. Identification and Prioritisation and strategy building for the learning Transfer stage1. Establishing a core group of staffers who will lead the transformation. This stage is where the action in many ways really begins. A core group of individuals are identified from the staff who attended the Stage 1, Practical ITSM transformation techniques Foundation Workshops. The selection of this core-group is very vital to setting in place a collaborative mindset of the staff operating the supply chain on an end to end basis and should include all stakeholders to the extent possible. These could rd include Business Process Owners, IT Service Management Staff, internal and 3 Party Technical staff, Quality Management Staff, Learning and development and other stakeholders.2. Instructor Led ITSM Transformation Techniques Practioner Learning Workshop This workshop builds on the concepts learnt in the Foundation workshop and elevates the participants to a Practitioner level, building the required skills and behaviors for participating in the Transformation Initiative. Learning content includes;  Understanding the requirements for an IT Service Management System as documented in the ISO 20000 International standards.  Practical IT Service Management Design Techniques: - Understanding management responsibility for planning, Instantiating, Operating and improving IT Service Management Systems - Creating a “highest level abstraction drawing” of the Service Oriented Architecture Model of the Business Enterprise and how IT Services are aligned to business Processes using the IP FlexMode ITSM SOA framework. - Collecting and organising data for configuring Service Management System Foundation SOA. - Understanding the principles and policy requirements for operating Core ITSM Processes including, Incident, Problem, Change and Service Level Management.  Establishing ITSMS Baseline and iteratively applying Continual Improvement principles to improve Customer outcomes.  Establishing a Single Source of truth Data Warehouse for ITSM Data collection, analysis and use.  The role of Transactional metrics versus Transformational Metric frameworks in embedding PDCA in the DNA of the ITSMS  Understanding and using Action Research combined with Kotter’s 8 steps for organisational change3. Identification and Prioritisation and strategy building for the learning Transfer phase The workshop attendees collaboratively identify action items that they will work on during the Learning Transfer stage. Specific projects associated with the design, development, implementation, sustenance, extension and improvement of the Service management System will be identified. Governance will be engaged to prioritise and provide sponsorship for under taking strategic action in the ensuing stage. Page 5
  6. 6. Stage 3: Learning TransferThis phase covers the following major action elements. 1. Establishing the transfer climate through Program Governance for Mentoring and sustaining continuity of purpose. IP 2. Implementing the FlexMode ITSM SOA Framework in the Automation Layer of the ITSMS. 3. Building a single source of truth ITSM Data warehouse 4. Using Quality Management Tools and techniques to analyse warehouse data for service performance analysis, identify and improvement opportunities mount Service Improvement programs 5. Mounting formal Continual Service Improvement Projects to improve the effectiveness of IT services and the underlying Service Management system1. Establishing the transfer climate through Program Governance. A governance body is identified and appointed to ensure that a climate of commitment and sponsorship are securely in place. This is to ensure that continuity of purpose is maintained by all individuals and that executive management accepts accountability for actions and results. A core group is formed by identifying selected individuals from Business, Service Management, Technical Management and rd 3 Party Providers and appointing them as Single Point of Contact for all ensuing actions which will be required from their specific groups during the course of the transformation initiative. A PMO is established to manage collaborations. Formalised processes are operated to ensure that the SPOC are adequately empowered for broad-based collaborative action required for establishing IT Service managements across service supply chains. Periodic planned reviews are put in place to ensure that a heartbeat is established to track weekly achievements, address road blocks and ensure that adequate resources and motivation are available to the program. IP2. Implementing the FlexMode ITSM SOA Framework in the Automation Layer of the ITSMS ITIL Guidance provided in the CSI book clearly identifies and cautions against “Implementing Continual Service Improvement with little or no technology”. The automation layer provided by various service management tools form a very critical part of the organisations ITSMS and capabilities for continual improvement. Without automation, it is very difficult to manage the vast complexities in IT Service Management and therefore the capability and competencies to influence the automation of the ITSMS, by the Practioner, is a crucial critical success factor for transformation initiatives. Based on the strategic Prioritisation done in the previous phase, the Core Group is mentored and supported in using the FlexModeIP Framework Active Enterprise Modeling tools and templates to create SOA foundation data in the service management tools to create a model of Business Services and their alignment with the IT organisation and IT services provided by them. Page 6
  7. 7. 3. Building a single source of truth ITSM Data warehouse This action element builds on the previous one where learning transfer required for understanding architectural principles, collecting foundation data required for establishing an SOA ITSM Framework, configuring it in the Service Management Tool set have been achieved. In this Action Element the practioners are mentored in the principles required for establishing a Single Source of Truth data warehouse required for optimal storage and retrieval for analysis of all ITSM data. Typically most Service Management Tools are optimised for data collection and automation of various processes and they are not optimally designed for organising data for effective analysis. There is also the case where existing investments often include multi-vendor solutions that often work with different database solutions and data architectures. This stage implements steps 1 to 4 of the ITIL 7 step improvement process outlined in the CSI Book. 1. Define what you want to measure 2. Define what you can measure 3. Gather the data, who, how, when and integrity of data 4. Process the Data, frequency, format, system accuracy This action element has dependencies on available tool sets and technical competencies available to leverage the tool. The more powerful and flexible the tool, the easier it is to derive value from it.4. Using Quality Management Tools and techniques to analyse warehouse data for service performance analysis, identify improvement opportunities and plan Service Improvement programs It has been observed that many service management tools while adequate for capturing data leave a lot to be desired from a view point of the Data – Information – Knowledge – Wisdom cycle described in the ITIL CSI book. There are several Data Warehousing and Business Intelligence tools that can enhance capabilities in this area. In this action element learning transfer for effective operation of the PDCA cycle is undertaken. Here is where the preparation that has gone before is used to identify and make plans for improving both the Service Customer Outcome and the underlying Service Management system in a systematic and formal manner. Using the Data Warehouse built in the previous action element process steps, 5 and 6, of the ITIL 7 Step improvement process outlined in the CSI book are operated. These are; 5. Analyse the data, Relations, Trends, According to Plan, Targets Met, and Corrective Actions 6. Present and Use the Information, Assessment Summary, Action Plans, etc., The Integrated Incident Classification (based on Customer Experience) Closure Categorisation (based on CI and Resolution Action) embeds standard quality management tools such as Pareto Diagrams and Trend Charts and provides a V model of each service on an End to End basis. This allows structured analysis of Service Delivery Performance factors from the view point of Customer Outcome. Learning transfer for understanding the role of various technology groups and their collaboration in delivering values to customers is surfaced and practioners learn to present their findings and proposals for service improvement programs to the Governance for approval and sponsorship. Page 7
  8. 8. 5. Mounting formal Continual Service Improvement Projects to improve the effectiveness of IT services and the underlying Service Management system In this action element, practioners transfer learning on how to operate and manage a formal Service Improvement program and covers step 7 of the 7 Step Improvement Process identified in the ITIL CSI book. The practioners implement the action plans approved by the governance in a collaborative fashion and operate the improved service or the Service Management System. Practioners understand the importance and the power of collaborating across the supply chain. Individuals from impacted technology groups whether they are internal staff rd or staff of 3 Party providers form a project team and use the learning to operate quality management tools identify root causes underlying identified improvement opportunities, innovate and implement solutions.Stage 4: Celebrating Success The Kotter’s 8 step process for organisational change identifies “consolidating change and producing more gains” as one of the key success factors for effective organisational change. Nothing breeds success like more success; this stage of the program deploys action elements that celebrate the success of producing measurable value to the initiative. The data warehouse and Business analysis capabilities imparted in the previous stage are used to provide quantitative evidence to validate the effectiveness of the improvement actions. Qualitative data such as improved customer or stakeholder satisfaction is collected and collated. Success stories containing both quantitative and qualitative aspects of the values accrued to customers and other stake holders is highlighted and teams that demonstrate achievement are suitably rewarded through appropriate reward and recognition schemes. It is important to note that the techniques applied should result in customer outcome, the example on the right shows how improvement actions can reduce the number of times a service is interrupted thereby reducing the underlying reason for customers to call for support.Stage 5: Continual Improvement The action elements in this stage have to do with ensuring that the new approaches are anchored in the culture. The CSI model outlined in the ITIL CSI book is shown alongside requires actions to keep the momentum going. The practioners and the governance are encouraged to formally adopt Continual Service Improvement and take steps to embed PDCA into the DNA of their Service Management System The organisation is encouraged to put in place a Service Improvement Register and operate the Problem Process effectively. For Details contact: Page 8