Overcoming the Biggest Challenges of an ITSM Program

Transcription

1 SESSION 809 Friday, April 15, 10:15am - 11:15am Track: Service Management Excellence Overcoming the Biggest s of an ITSM Program Gary Case Principal Consultant, Pink Elephant g.case@pinkelephant.com Session Description Leading others through major change can be a daunting task for a project manager. Based on real-world stories and examples, this session delves into dos and don t s for facing and overcoming the challenges involved with leading an ITSM change. Leave with tools that have been proven successful throughout organizations just like yours, and gain knowledge you won t find in any ITIL certification course. Speaker Background Gary Case is the co-author of ITIL V3 s Continual Service Improvement core volume, and is an IT professional with more than 30 years of experience. As a Principal Consultant and ITIL Expert, Gary specializes in providing strategic guidance on Enterprise Governance, process consulting including Lean IT, business alignment, project management, and training to IT professionals across all industries. He also presents ITSM and ITIL-related sessions to audiences at major events worldwide.

2 SESSION 809 Friday, April 15, 10:15am - 11:15am Track: Service Management Excellence Overcoming the Biggest s of an ITSM Program Gary Case Principal Consultant, Pink Elephant g.case@pinkelephant.com Session Description Leading others through major change can be a daunting task for a project manager. Based on real-world stories and examples, this session delves into dos and don t s for facing and overcoming the challenges involved with leading an ITSM change. Leave with tools that have been proven successful throughout organizations just like yours, and gain knowledge you won t find in any ITIL certification course. Speaker Background Gary Case is the co-author of ITIL V3 s Continual Service Improvement core volume, and is an IT professional with more than 30 years of experience. As a Principal Consultant and ITIL Expert, Gary specializes in providing strategic guidance on Enterprise Governance, process consulting including Lean IT, business alignment, project management, and training to IT professionals across all industries. He also presents ITSM and ITIL-related sessions to audiences at major events worldwide.

3 The Biggest s Of An ITSM Program Manager & How To Overcome Them Gary Case Agenda 1. Top s And How To Overcome Them 2. What Do I Do Next 3. Questions

4 Sponsorship & Leadership Getting and maintaining Executive Sponsorship and Leadership as well the required funding as improvement programs are NOT free. How To Overcome Leaders must provide guidance and direction and provide ongoing support for the ITSM program Ask the leaders what they worry about, what they see as the biggest risks and also what they see as the biggest challenges to IT Prepare a business case addressing their answers showing strategic benefits, Return on Investment (ROI) and Value on Investment (VOI) Don t be afraid to tell them what you need from them 3 ITSM Governance How To Overcome Lack of ITSM Governance. Create a Governance Body that provides oversight and guidance to the ITSM program Input into the ITSM Roadmap Measuring the right things Continual Service Improvement Process integration and process and tool integration Compliance 4

5 Under Estimating The Power Of Organizational Change Managing Organizational Change...that iceberg won t stop US! Full steam ahead! Culture Leadership How To Overcome Develop and implement a strong Communication Strategy and Plan Address the WIIFM (What s In It For Me) for senior management, midlevel management, front line management and the individual contributors Ensure there is specific role-based process and tool training as well as generic training for management Senior Management needs to be the proper role models Follow Kotter s 8 step Transformation Model 5 Were We Successful Lack of knowing when you ve been successful. How To Overcome Define proper goals and objectives Define the success measures for the program including Critical Success Factors and Key Performance Indicators Create and manage an ITSM Program Balanced Scorecard to track the improvements 6

6 What Does CSI Stand For Lack of Continual Service Improvement not protecting the original investment made. How To Overcome Continue to evaluate the health of your processes and services Look for efficiency and effectiveness gains Evaluate and modify your processes to support the Business Apply Lean IT remove waste and non-value add activities Input Process Output Step 1 Step 2 Step 3 Step 4 Step 5 7 ITIL, ITIL, ITIL, ITIL.. I want to implement ITIL Implementing ITIL for the sake of implementing ITIL. Don t talk about implementing ITIL, but about improving service quality and consistency, reducing costs for services, improving relations with the business, etc. What you are selling is results and outcomes ITIL ITIL is a registered trade mark of AXELOS Limited 8

7 Scope, Scope, Scope. Creating the proper scope of the program. An ITSM Program has a start date but no end date An organization only has so much capacity to adopt to change so be sure to manage the scope of the program Create a phased approach starting small and then expanding as the organization learns and gains the skills to implement improvements 9 Measurement Framework Lack of ability to monitor, measure and report on process health. Early on in the project identify and get agreement on 2-3 Critical Success Factors (CSF) and 2-3 Key Performance Indicators (KPIs) for each CSF Work with the tool team to ensure the capability to capture the required process metrics and report on the KPIs 10

8 What Do We Need To Improve Not knowing what the organization wants to improve. Understand the Business and IT Strategy, Goals and Objectives Copyright AXELOS Limited Reproduced under license from AXELOS Conduct an ITSM Vision and Strategy session Conduct an assessment to determine where you are and where you want to go Set measurable targets for process improvement and/or service improvement 11 Risks & Issues Not Managing Risks and Issues. Develop and manage a risk and issue log Start out defining the risks as part of your program charter and project charters Continue to add to the risks including the mitigation strategies Once risks happen (issue), then implement the mitigation strategy Review risks and issues at least monthly with the Executive Sponsors/Steering Committee 12

9 Manage As A Project Not managing the Program in the form of multiple projects. A large scale improvement initiative should be managed with some project management discipline Clear project deliverables and time lines Resources allocated to the project work such as process design teams Project status updates Managing risks and issues 13 Not Looking For Quick Wins Not identifying and implementing quick wins. Understand and get agreement on a timeline for improvement every improvement initiative doesn t have to be a project Identify and implement quick wins for: People (roles and responsibilities) Process (improve quality and consistency) Tools (increased consistency) Measurements and reporting 14

10 What Does It Come Down To Leadership and Governance These two items drive everything we have discussed today 15 What Do I Do Next? Talk with your key stakeholders and identify the top challenges you are facing (are they the same as discussed in this session or do you have unique ones?) Pick one or two key challenges you are facing and create a plan on how to overcome the challenges by using some of the concepts presented 16

11 Thank you for attending this session. Please don t forget to complete a session evaluation!