ITSM Adoption:The Ingredients of Successfor Organizational ChangePamela ErskineNovember 2013

About ITSM Academy Accredited Education Certified Process Design Engineer (CPDE) ITIL Foundation ITIL Capability (OSA PPO RCV SOA) ITIL Lifecycle (SS SD ST SO CSI) ITIL Managing Across the Lifecycle (MALC) ITIL Service Manager Bridge ISO/IEC 20000 Foundation MOF Foundation Practical, Value-Add Workshops ITSM Leadership Since 2003 - Tens of ThousandsTrained and Certified ITSM Professional Diplomas Change/Support/SLM Public Classes throughout U.S. Corporate On-Site Classes Virtual Classes Courseware Licensing Corporate & Partner (GEM) Alumni Program ITIL, MOF, ISO 20K Overviews PMI Global Education Provider Apollo 13, Visible Ops: The Class Certified Woman-Owned And more!ITIL is a Registered Trade Mark of the Cabinet Office.Welcome!

IntroductionPam [email protected] Principal Consultant at AdOPT focused on IT strategy,process, and organizational change to improveefficiency, increase effectiveness, and optimize cost 15 years of IT senior leadership and organizationalchange experience Author of “ITIL and Organizational Change” itSMF USA Board of Directors ITIL Expert and Six Sigma

Pace of Change 2013 AdOPT

Why do we resist change?Why are we really doing thiseffort?How does this affect me?I’m no longer an expertWhat if I lose my job?What does this mean for mycoworkers? 2013 AdOPT

Symptoms of resistance False urgency Missed deadlines Lack of attendance Discord between teams Complacency 2013 AdOPT

Change ModelsKotter’s 8 StepModel 2013 AdOPT

Organizational Challenges Lack of accountability Leadership cohesion Actions are not aligned with words Focusing solely on the schedule 2013 AdOPT

Crucial Elements Understand the value proposition– Company– Division/Department– Individual Address the emotion– Often the root cause of behavior Focus on learning and improvement– Feedback channels 2013 AdOPT

Change Model - ExampleSimplified Model – Using ADKAR AwarenessExplains “Why” 2013 AdOPTDesireParticipationKnowledgeHow to ChangeAbilityPerformanceReinforcementSustainment

Change Model - Example Why is the company adopting aAwarenessExplains “Why”new ITIL processes? What is the expected outcomeand how is it better? What problems will be fixed? What other companies arefocused on ITSM? What is theirexperience? 2013 AdOPT

Change Model - Example What happens if IT doesn’t focusDesireParticipationon facilitating business outcomes? What if we do nothing? How do the new processes supportteamwork? How will performance objectiveschange? 2013 AdOPT

Change Model - Example What skills and information areKnowledgeHow to Changeneeded to be successful? What documentation is needed tosupport IT and the business? What training is needed to supportITSM success? Is there a coach or a mentor thatshould be assigned? 2013 AdOPT

Change Model - Example Have tools been updated andAbilityPerformanceaccess provided? How will process owners andmanagers support theimplementation? What is the escalation path ifsomething goes wrong? Where are processes, procedures,and work instructions located? 2013 AdOPT

Change Model - Example Are there any incentives that canReinforcementSustainmentbe used to promote the success ofITSM changes? Have performance objectives andcompensation been updated? Were job descriptions updated toreflect new skills or ITSM relatedcertifications? 2013 AdOPT

4 Focus Areas for SuccessPlanning Develop an organizational change plan Add tasks into the project plan Use a change model to guide task definition 2013 AdOPT

4 Focus Areas for Success”Example from “ITIL and Organizational ChangeDesired StateObjective1.) Increase IT staffengagement indetermining processimprovementopportunities.2.) Reinforceaccountability forimproving incidentmanagement servicelevel compliance. 2013 Pamela ErskineGap·Staff suggest waysto be moreeffective insupporting thebusiness·Staff input isvalued by themanagementteam·Team membersare tasked withimplementingsuggestedimprovements·Staff rarely makesuggestions forimprovement·Leaders may notacknowledgesuggestionsappropriately·Staff work crossfunctionally toresolve incidents·Team work isheightened anddepartment silo'sare minimized·Strong focus onmetrics to driveimprovement andunderstandchallenge areas·IT silo's impact theability to meetservice levels·Staff at all levelsare not heldaccountable forSLA complianceActivities/Tasks·Develop incentivesplan to encouragesuggestions·Create a processfor submittingsuggestions·Form a reviewcouncil includingcross functionalleadership and staff·Create a baselinemetrics for existingprocess·Develop objectivesfor managementteam and staff·Conduct focusgroup regardingnecessary processand systemenhancements·CommunicateexpectationsProvide training anddocumentationSuccessMeasureStart Date End Date·Increase innumber tured in the% of suggestionsproject planimplemented·Complianceagainst servicelevels·Progress red in theproject planActualOutcomeTBDTBD

4 Focus Areas for SuccessEngagement Recognize the value of existing resources Involve those closest to the IT work Ensure leaders are engaged as well Utilize focus groups, surveys, interviews, processobservation, brainstorming sessions, etc. to gatherinformation and develop solutions 2013 AdOPT

4 Focus Areas for SuccessCommunication Define stakeholders and information needs first Include key messages, methods, and schedule Use a change model to help with schedule and content Add tasks into the project plan 2013 AdOPT

4 Focus Areas for SuccessMetrics Understand and publicize the existing baseline numbers Establish a routine review of performance Highlight both improvements and challenge areas Value transparency and feedback 2013 AdOPT

SummaryITSM Success It is more than just processes and tools Requires you to appeal to the hearts and the mindsof those involved Strong planning, staff engagement, communications,and metrics are the key to success 2013 AdOPT

QuestionsContact Information:Pamela ErskinePhone: [email protected]: @adoptitil

ITIL Foundation ITIL Capability (OSA PPO RCV SOA) ITIL Lifecycle (SS SD ST SO CSI) ITIL Managing Across the Lifecycle (MALC) ITIL Service Manager Bridge ISO/IEC 20000 Foundation MOF Foundation Practical, Value-Add Workshops ITSM Leadership ITIL, MOF, ISO 20K Overviews Apollo 13, Visible Ops: The Class