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SAMPLE

Author: Job ten Hagen

Editor: Inform-IT

Publisher: TSO (The Stationery Office)

'Designing and Transforming IT Organizations' is the introduction book to a series of (initially)

six books that will provide background considerations, theory, instructions, and practical guidance

for setting up organization structures in the context of improvement projects.

The areas to be covered range from designing and transforming IT organizations in general, to

detailed guidance on organizing service level management, change management, incident

management, application management and security management.

This introduction book offers a coherent set of concepts and terminology, including roles, role

structures, job descriptions, processes, tasks, responsibility, authority, profession, skills,

responsibility matrices (RACI), human factors, Attitude/Behavior/Culture (ABC), separation of

duties, conflict of interests, et cetera. Also, the aspects of accountability and governance are

discussed, because an IT service management organization has its place in governance, and

accountability has to be ensured.

Extent 220 pages ISBN 9780117080744

Size 17x24 cm Price £45.00

Format Paperback Published 16 Aug 2012

http://www.internationalbestpractice.com/bookstore.asp?FO=1321385&ProductID=9780117080744&Action=Book&AF=10146&TRACKID=000097

www.tso.co.uk

DESIGNING AND TRANSFORMING IT ORGANIZATIONSROLES, RESPONSIBILITIES AND ORGANIZATION STRUCTURES

Guidance and instructions for setting up IT organizations

Popular frameworks provide insufficient guidance on organization structures, and in each IT service management project such guidance would be extremely welcome. This is the introduction book to a series of (initially) six books that will provide background considerations, theory, instructions, and practical guidance for setting up organization structures in the context of improvement projects. The areas to be covered range from designing and transforming IT organizations in general, to detailed guidance on organizing service level management, change management, incident management, application management and security management.

This first book provides a coherent set of concepts and terminology, including roles, role structures, job descriptions, processes, tasks, responsibility, authority, profession, skills, responsibility matrices (RACI), human factors, Attitude/Behavior/Culture (ABC), separation of duties, conflict of interests, et cetera.

Employees are the core of an organization, so the human factor receives extensive attention. Also, the aspects of accountability and governance are discussed, because an IT service management organization has its place in governance, and accountability has to be ensured.

All these aspects and related topics are brought together in a coherent set of instruments and guidelines, in a reference model. The chapters in this book define the components of the reference and change model and discuss all aspects and related topics.

Assure the success of your future IT service management projects by applying the instruments of this unique book.

Published by: Produced by:

www.inform-it.org

Designing anD Transforming iT organizaTionsRoles, responsibilities and organization structures

JoB TEn HAgEn

DESIGNING AND TRANSFORMING IT ORGANIZATIONS

JoB

TEn H

AgEn

7585 Designing & Transforming IT Organizations Cover V1_0.indd 1-3 17/07/2012 11:18

DESIGNING aND TRaNSFORMING IT ORGaNIzaTIONSRoles, responsibilities and organization structures

JOB TEN HAGEN

Designing and Transforming v0_3.indd 1 31/05/2012 16:22

© Inform-IT, Knowledge Center for Service Management

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First published 2012

ISBN 9780117080744

Printed in the United Kingdom for The Stationery Office

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3

Contents

1 Context 9

1.1 Introduction 10

1.2 Why was this book series written? 11

1.3 Reference and organization change model 13

2 Organization 17

2.1 Vision, organization and processes 18

2.2 From process model to activity 24

2.3 From organization model to position 35

3 Roles 41

3.1 Roles, activities and positions 42

3.2 Responsibilities 51

3.3 Skills required to carry out responsibilities 53

3.4 Match employees to roles 58

4 Accountability 67

4.1 Assigning accountability and responsibility 68

4.2 RACI model 70

4.3 RACI table 73

5 Human factor 81

5.1 The human factor to make the fit 82

5.2 Employee commitment 87

5.3 Attitude, behavior and culture 89

6 Governance 93

6.1 Governance and conformance 94

6.2 Demand-supply relationships 99

6.3 IT governance framework 103


4 Designing and Transforming IT Organizations

7 Organization development and design 109

7.1 Organization structure and charts 110

7.2 Organization development 113

7.3 Design principles for organizations and teams 118

8 Example: organization improvement using teams 129

8.1 Improving the organization structure with teams 131

8.2 Nature of work as design principle for teams 139

8.3 Role rotation and effective planning of employees 142

8.4 Focus on results and accountability 147

8.5 A note on process driven organizations 149

9 Organization change 151

9.1 Organization change process 152

9.2 Growth model for organization change 157

9.3 Business IT Integration Maturity (BITI) model 162

9.4 BITI and 5P model to guide change 171

9.5 Continual improvement 174

10 Implementation approach for ITSM 179

10.1 Implementation guidelines 180

10.2 Approach for implementing ITSM 186

10.3 Implementation guidance 193

10.4 Measure change performance 205

Further information 209

Acronyms 213

Index 215


5

PrefaceThere are lots of books about IT Service Management, but almost none about the organizational issues of implementation projects. Very little has been published on organization structures, roles, responsibilities, skills and competences, in the field of IT (service) management, to support implementation and organization change projects. With this book, that has changed permanently.

The practice of implementing ITSM has been very hard. During the last two decades, organizations spent millions on ITSM projects, but many of these projects were actually categorized as ‘failed’. Often, this has been due to organizational issues. Now, attention for the ‘people factor’ is growing fast. Everyone seems to understand that focusing on process definitions and tools is not sufficient to create a mature service organization. But practical guidance was not easy to find.

This situation has led to the development of a new series of books on organization design and organization change, aimed at supporting IT managers in their daily practice and projects, a project initiated and managed by Inform-IT. This book is the introduction to that series. It adds to and aligns with existing literature, and handles all elementary structures that are involved with organization change.

The book builds on the knowledge of many experts from all over the world, on theory, and on extensive practice of two decades of IT service management and ITIL. It contains clear structures that can be reused and applied in your own practice. It follows straight-forward definitions, and uses examples and cases to illustrate how organization change works in practice. Above all, it provides you with a fundamental understanding of how organizations are designed and developed, and with a set of instruments that you can use in your own practice.

Jan van Bon Chief Editor



AcknowledgementsThis book is the introduction to a series of books on organization structures in IT service organizations. At the kick-off of the series, a huge response came from the IT service management community. It seemed that everyone wanted to be involved, indicating the importance of the subject of the series. Unfortunately, only a limited number of reviewers could be working on the team, due to practical considerations.

For each title of the series, a dedicated team of subject matter experts was created. These experts formed the Review Teams of the respective titles in the series, and many of them were involved in reviewing the basic chapters of this introduction book, since these chapters will act as the cornerstones of the other books in the series.

The book was authored by Job ten Hagen. Job did a really great job, turning all project requirements that were set up by Inform-IT into very instructive and easy-to-understand guidance, and he deserves a lot of credit for his achievements. Job was supported by chief editor Jan van Bon, and by sparring partner Paul Leenards, who provided very valuable guidance for the entire project.

The following experts reviewed the entire book and delivered valuable comments: ● Salvatore Del Pizzo (Management Consultant, Iniziativa, Italy)) ● Christophe Feltus (Senior R&D Engineer, CRP Henri Tudor, Luxembourg) ● Mark Haddad ( Senior Consultant, Directions, UK) ● Paul Leenards (Principal Consultant, KPN Consulting, The Netherlands) ● Gary Roos (Service Management Consultant, Refractive IT, Australia) ● Ulla Zeeberg (Senior Process Manager, NNIT, Denmark)

The basic chapters of the book, on generic organization structures and elements, were reviewed thoroughly by:

● Valerie Arraj (Managing Director, Compliance Process Partners, LLC, USA) ● Christie Biehl (Performance Metrics Manager, CSC – Computer Sciences

Corporation, USA) ● Bart van Brabant (ITSM researcher, Belgium) ● Rob van der Burg ((Support Architect Operations, Microsoft EMEA, The

Netherlands) ● Matthew Burroughs (Managing Director, BSMimpact, UK) ● Christiane Chung Ah Pong (Senior Lead Consultant, NCS Pte Ltd, Singapore) ● Bart Dekkers (Management Consultant, Ordina Consulting, The Netherlands) ● Julie A. DeSot (Consultant, DeSot Business Solutions, LLC, USA) ● Simon Dorst (National Training Manager, Kinetic IT, Australia) ● Erik van Eeden (IT trainer/consultant, The Netherlands) ● Pam Erskine (ITIL Practice and Business Transformation Director, USA)


Acknowledgements 7

● Jos Gielkens (Management Consultant/Trainer, Gielkens BV, The Netherlands) ● Stephen Griffiths (Managing Director, Whitmore Solutions Ltd, UK) ● Murray Hives (IT Process Management, ICA AB, Sweden) ● Gareth Johnston (Principal Consultant, ParryMcGill LLC, Switzerland) ● David Jones (Head of Service Delivery, Pink Elephant EMEA Ltd, UK) ● Derek Lonsdale (IT Management Consulting, PA Consulting, USA) ● Eva Machackova (Senior Consultant, Ing. Eva Machackova, Ph.D., Czech Republic) ● Christian Maldame (ITSM expert & Project Management- Consultant,

Altran, Switzerland) ● David Marr (ITSM Process Architect, Jacobs Technology, USA) ● George Martin (Configuration, Change & Release Manager, Serco NTCC, UK) ● Russell McGregor (Programme Director, Mitel, UK) ● Tatiana Orlova (International Project Manager, ITSM Consultant, Russian itSMF

Expert, ZAO EC-leasing, Russian Federation) ● Salvatore Del Pizzo (Management Consultant, Iniziativa, Italy) ● Andrea Praitano (Service and Security Consulting, Business-e, Italy) ● Musab Qureshi (Consultant, Insight Consulting, UK) ● Bill Redmond (MBA, ITIL Expert, ISO 20K auditor, USA) ● Mikkel Steentofte (Service Level Manager, FE-DDIS, Denmark) ● Gangesh Thakur (Manager, Accenture India Pvt. Ltd, India) ● Margaret Thomas (Technology Management Consultant, MMT Consulting, LLC, USA) ● Steve Tremblay (Senior ITSM/ISO Consultant/Trainer, Excelsa Technologies

Consulting Inc., Canada) ● Jos de Vos (IT Service Management Architect, IBM, The Netherlands) ● Martin Zinke (Consultant, KPN Consulting, The Netherlands)



About the authorJob ten Hagen is a business consultant at KPN Consulting, a leading IT Consulting firm in the Netherlands. KPN Consulting – its predecessors are Getronics Consulting and Pink Elephant – is recognized as an opinion leader and a founder of leading standards in IT service management.

Job has over 16 years of experience in the fields of IT service management and consulting. His extensive experience in various markets and client organizations includes roles and assignments such as process manager, service manager, organizational change consultant, team manager, auditor, coach and trainer. As an advisor and practitioner Job was responsible for designing and transforming IT service management organizations and processes.

One of his goals is to help clients and individuals to adopt best practices, using his practical experience and broad knowledge of IT service management. Job graduated in business economics and information management from Erasmus University in Rotterdam, wrote several articles and holds numerous certifications, like ITIL Expert, ISO20000 Consultant/Manager, PRINCE2 Practitioner and BISL and MOF Foundation.


1 Context



This book is part of a series about roles and responsibilities in IT service management (ITSM). This is the first volume of the series: the introduction book to the rest of the series. The other volumes of the series each discuss roles and responsibilities for a specific information technology (IT) management domain (process or function).

1.1 IntroductionMany organizations that decide to implement or improve ITSM fail in one way or another. There can be many reasons for failure, such as:

● lack of management commitment ● too ambitious, or badly defined goals ● a process only or technology only focus ● misalignment between organization (structure) and processes ● resistance to change in the organization ● accountabilities and responsibilities are not clear or missing ● staff that are unaware of their new roles ● staff that lack the necessary competences and skills.

In most cases, failure is caused by a combination of these reasons. Let us compare an ITSM implementation project to building a house. No one in their right mind would start building a house without: a proper design and foundation of the house; a right working order; clear definitions of responsibilities for (sub) contractors; the sort and quality of the materials used; skilled and competent people to build the house; meeting building codes and environmental rules and regulations. Nevertheless, many organizations start their ITSM project without a proper basis and building plan.

The roles book series is set up to help you make that plan, and to guide you in implementing ITSM. It covers those aspects that we think are essential to deliver an ITSM building:

● designing and developing the organization ● the essential process steps and activities ● role definitions, responsibilities, skills and competences ● accountability and authority ● governance ● the human factor.

This book combines these building blocks of the ITSM plan in a reference model and explains them in detail in section 1.3. As the book title and listing above suggests, a lot of our attention is people-related. This is not without reason: people execute and control process activities, people deliver products and services and people communicate


Context 11

about products and services. So how come people often are not in the center of attention when it comes to ITSM projects? Is it because we rather deal with technology aspects? We hope this book will fill this gap, both in practice and in literature.

Target audienceThe book series is written for anyone who deals with ITSM implementations, improvements or organization change in their IT organization. For example CIOs, IT managers, process managers, or consultants who assist the IT organization in improving ITSM. But it can also be useful for a human resource employee who is responsible for defining roles, responsibilities and job descriptions for the new or changed organization. Or for process staff, like incident coordinators, who want to gain more insight in their responsibilities and those of the colleagues they work with.

How to use this bookAs stated above, this book, Designing and Transforming IT Organizations, is part of a series on roles and responsibilities in ITSM. This is the first volume of the series: the introduction book to the rest of the series. The other volumes deal with a specific ITSM domain:

● Roles and Responsibilities in Service Level Management ● Roles and Responsibilities in Incident Management ● Roles and Responsibilities in Application Management ● Other titles to follow.

This introduction book covers the common structure for the series and contains a more profound guidance on organization design, development, change and governance. Most importantly, it offers an approach for ITSM implementation and improvement.

The book is divided into ten chapters. This first chapter introduces the reference and organization change model. Chapters 2 to 7 discuss all aspects of the reference model, and chapters 8 to 10 explain the organization change model.

1.2 Why was this book series written?This book series provides important information that will help to avoid the following – all too common – pitfalls:



● When implementing an ITSM project, the organization structure is neglected – A frequently heard question is how to structure an IT organization when implementing ITSM. Focusing on ITSM processes would neglect crucial aspects of organization structure, teams, authority and assignment of roles.

● During ITSM implementations the focus is on process output instead of business value – Processes are designed and implemented without understanding that they are meant to deliver specific outcomes for the business. There is little established relationship between the processes as designed and executed, and the desired, agreed value that needs to be realized for the business.

● Limiting the project to only process based best practices – The available best practices are often too generic – or not specific enough – to be applied in existing organizations. Additional information is required about the distribution of responsibilities over line and process management, allocation of process roles, and alignment with the governance model of the entire organization.

● Responsibility conflicts arise between line and process management – Most best practices give little guidance on how to link the processes to the IT organization. For example, in large organizations a matrix organization is often implemented where the process managers will have the responsibility but not the authority that should go with it.

● The project doesn’t get off the ground because it has too many participants with limited ITSM implementation experience, and role profiles are missing – Traditionally, organizations start improvement efforts by working on the implementation or improvement of their use of technology or their processes. This often leads to endless discussions about process definitions, and inadequate use of available tools. Starting with people improvement instead, by focusing on accountabilities, roles, and responsibilities, makes it easier to understand and less abstract than processes alone. Role descriptions are often missing in ITSM best practices. The practices don’t provide detailed role profiles with responsibilities and skills required for matching individuals with the appropriate competences.

● Change in the IT organization is evolutionary and lacks a drastic approach – In the past, ITSM implementations were not as successful as they could have been. In most cases the implementations have been set up from a more evolutionary approach: the focus was mainly on the design of processes, procedures and tooling. Other important elements of organization change – specifically relating to the human resources system, job descriptions, involving customers and linking to the business vision and objectives – were missing or only slightly touched. IT organizations need to take more drastic actions to include these elements in a large change program and accomplish the goals the business has set. Organization change sometimes needs a crisis in which drastic measures have to be taken to meet the expectations of the business and to grow to the desired role for the IT organization.


Context 13

It is clear that without including organizational and human resource aspects, an effective ITSM implementation is impossible; the IT organization will not be able to create value for customers. This book helps in solving these issues by elaboration on all these aspects and related topics: organization and organization change, the human factor, roles, accountability, design, governance, ITSM implementation and ITSM improvement.

1.3 Reference and organization change model

Reference modelThe books in the series require a common structure, since they can be used in practice as a set. Figure 1.1 provides this common structure.

Professional skills

Behavioral skills

Employee

Organization design

Responsibilities

Authority

Governance model

Conformance

Employee competences Match? Role

profile

Employee vision

Qualities

Self-image

Knowledge

Qualifica-tions

Experience

Authority matrix

Attitude Behavior Culture

Organization development

Vision

Organi-zation

Team

Role

Process model

Process

Activity

Process step

Organiza-tion model

Position

Organizational aspect

Skill

Knowledge

Human factor aspect

Social role

Motive

Assign-ment

(changed) Position

Accountability aspect Role aspect

Fit?

Governance aspect

Design aspect

2.2 2.3

3.1

2.1

3.2

4.1

3.4

4.2, 4.3

Chapter 2

Chapter 4

Chapter 7 Chapter 5

Chapter 3

Chapter 6

3.3

3.4, 5

3.4, 5 3.4

Figure 1.1 Outline of topics and structure: the reference model



Figure 1.1 outlines the topics and structure of this book and the series. It will be referred to as “the reference model”. Topics are grouped to indicate they belong to each other, as explained in the appropriate section. Groups are positioned next to each other to indicate there is a relationship of some kind. The arrows in the structure facilitate interpretation of the structure, relations and chapters in this book. The numbers refer to the appropriate sections in this book.

This book series supports the reader in configuring their own organization structures, following the principle of “adopt and adapt”. Most importantly it gives the reader basic guidelines and structures. The reference model is required for consistency and guidance, and describes the choices made. The definitions are generic and not prescriptive. They are provided to define uniform assumptions for each book in the series and to facilitate understanding of the material. These principles can be adapted to the organization practices used in the reader’s own organization.

Quick guide to the reference model

The model can be read in different ways, depending on the viewpoint and purpose. In this book series the model is briefly read like this:

A vision is created by senior management; it drives organization change and improvements, along with clearly defined organization goals.

The vision is the starting point for organization development, which in time may result in (changed) organization structures, processes and roles. Organization design is needed for designing the organization structure.

Organization design principles form the basis for the organization model and the process model, which together shape the organization with its departments.

A governance model is set up for the organization to ensure good performance and conformance.

Teams can be created and assigned to implement the organization’s goals.

A position means an employee situated in a department, and possibly working in one or more teams.

An employee can fulfill one or more roles, in each role the employee is responsible for carrying out activities relating to the process and its process steps.


Context 15

The responsibilities of the role are described in the role profile, together with the skills, experience, knowledge and qualifications required.

Employee competences are matched with the role profile for selecting the right employee for the role.

Therefore the employee’s vision has to fit with the vision of the organization which depends on the attitude, behavior and culture of the organization, as well as the visible (knowledge, skills) and less visible (motive, qualities, self-image, social role) competences of the employee.

If there is a match, the employee gets an assignment for the role with corresponding responsibilities; the employee may get a (changed) position and authority, which is documented in an authority matrix.

Organization change modelIn practice, using or applying the reference model may imply change or improvements for organizations. This is the aspect of organization change: figure 1.2 provides the organization change model. Organization change is the common factor for developing, designing, implementing and improving organizations, as illustrated by the central position in figure 1.2. The purpose of the figure is to give an outline of topics related to the organization change aspect. The order of topics is not prescribed. The numbers refer to the appropriate sections in this book. In the figure some topics of the reference model are positioned (in italics) to illustrate their role in organization change. The organization change model can be read in different ways, depending on the viewpoint and purpose.



Figure 1.2 Organization change model

In this book the model is briefly read like this.

Organizations have to deal with change and improvement. The vision drives organization change and all related topics.

Organization development takes place because organizations have to develop and change to keep creating value for the customer.

For structuring the desired organization there has to be a design. Organization design principles form the basis for the organization model, the process model and the governance model, which together shape the new or changed organization.

If an IT organization wants to implement ITSM, an organization structure is required to support ITSM and its processes and functions. Implementation guidelines are used to transform the IT organization and realize the (changed) organization, teams, processes, roles and assigned employees.

To manage ongoing change, the organization has to apply (continual) improvement principles. Best practices can be used to improve organizations.

Governance is used to direct and control the organization change in order to achieve the goals of the change or improvement.

Design

Impr

ovem

ent

Implementation

Organization change

Sect

ion

9.5

C

hap

ter

8

Chapter 9

Sectio

n 7

.3

Chapter 10

Development

Section 7.2

-Organization m

odel -Process m

odel -G

overnance model

-Organization structure

-Organization -Teams -Processes -Roles & employees

Vision


2 Organization



This chapter defines vision as one of the starting points for (changed) organization structures, processes and roles. It describes how organizations and processes are composed and outlines the core concepts and terms for structuring the organization.

2.1 Vision, organization and processes

Value creation, outcome, vision and performance are starting points in order to get the right structure, processes and people for an effective IT organization that is able to provide value for the customer (figure 2.1).

Figure 2.1 Part of the reference model: Vision, organization and processes

Focus on value creation and outcomeLeveraging best practices developed among multiple organizations over time, ITSM is effectively a collection of ways to accomplish the tasks of an IT organization. In their role of supporting and enabling the business, IT organizations adopt a service management approach to be successful.

Service management is a set of specialized organization capabilities for providing value to customers in the form of services (Cabinet Office 2011a).

Vision


Processes Organization

Roles


Organization 19

The organization capabilities discussed in detail are: organization, processes, people, knowledge and management. They represent an IT organization’s capacity, competency, and confidence for action.

Figure 2.2 shows the relationships between the terms used in the service management definition. The ‘business unit’ in the figure can be seen as an IT organization using the appropriate capabilities to deliver services and create value for customers.

Figure 2.2 Capabilities for creating value for customers (OGC 2007)

As service management focuses ultimately on value, it also focuses on outcome instead of process output only. The output describes the immediate results of a process (efficiency), while the outcome indicates the long-term results of a process, in terms of meaningful effect (effectiveness). Well defined and agreed upon outcome generates value for customers. By starting with desired organization outcomes, clear linkages can be made to key processes and functions. For each of the processes and functions it can be decided what its contribution must be towards the organization outcomes.

An example of output and outcome for the ITSM change management process.

A process output metric is the percentage of changes on time. A related outcome is a timely introduction of a new business product according to plan.

Delivery of business products may require a number of services form the IT organization. If the IT organization manages to design and implement a new service (output) that speeds up time to market for business products, this new service creates value for the business. The new service facilitates the outcome the business wants to achieve; successful introduction of new business products on the market.

Resources

Capabilities

Coordinate, control, and deploy

Goods / services Customers

Demand

Supply

Create value

Generate returns

Business unit -Organization -Processes -People -Knowledge -Management



ServiceA service is about creating value for the customer. ITIL (Information Technology Infrastructure Library) defines a service as follows:

A service is a means of delivering value to customers by facilitating outcomes the customers want to achieve without the ownership of specific costs or risks (Cabinet Office 2011f).

From the customer’s perspective value consists of two core components: utility and warranty. Utility is what the customer receives (fitness for purpose), and warranty is how it is provided (fitness for use). Outcomes are possible from the performance of tasks, and they are limited by a number of constraints. Services enhance performance and reduce the pressure of constraints. This increases the chances of the desired outcomes being realized.

Vision as a starting point for service management

A vision is a description of what the organization intends to become in the future. A vision is created by senior management or the board of directors and is used to help influence culture and strategic planning.

Strategic activities include setting objectives, and long term planning to achieve the overall vision. A recognized and committed vision and strategy should be driving improvements with clearly defined goals.

A vision is the mutually agreed statement of “where do I want to be?” that is formulated by the business and the IT organization, by looking at their business objectives together. A good vision statement serves four important purposes:

● Clarify the direction. ● Motivate people to take action in the right direction. ● Coordinate the actions of many different people. ● Outline the view of senior management.

An organization is a form of cooperation between people. Any organization depends upon a shared concept of why it is worth cooperating in the organization. To communicate its vision, the organization can be defined in the form of a mission statement.

A mission statement is a short, clear description of the objectives of the organization and the values it believes in.


Organization 21

Specified objectives are required, aligned to the vision and mission, to describe in greater detail what the organization wants to accomplish.

The vision of senior management and their commitment to improvements, along with clearly defined goals, are the key drivers of organization change. The strategic direction of the vision positions organizations to achieve their desired outcomes. Organization change, however, is not instantaneous. Announcing the vision and organization change is not the same as making it happen.

The vision gets real power only when it is effectively communicated to the people in the organization. The vision and the sense of urgency should form the basis of all communication to stakeholders involved. As will be shown in later chapters, sometimes a crisis or turning point is required, to make the sense of urgency of large organization change clear to the organization and employees; this crisis enables radical change.

Performance for delivering valueWhen implementing ITSM practices, four Ps need to be considered (Cabinet Office 2011b):

● People – people with the right skills, training and the right service culture ● Processes – effective and efficient service management processes ● Products – good IT infrastructure in terms of services, technology and tools ● Partners – specialist suppliers that deliver elements of the service.

In order to ensure value for the customer a fifth P is added to the 4P model: Performance (figure 2.3). The 4Ps will only facilitate realization of ITSM objectives if they are considered in relation to a structured mechanism of alignment towards concrete business focused goals. This is the fifth and central P, as illustrated in the figure by the central position. Setting up this steering framework is an important initial aspect of performance in the 5P model. The model provides an outcome driven and integral approach, it focuses on all aspects (four Ps) of the organization and ITSM, with performance (fifth P) as the turning point of the other four Ps. IT organizations have to perform to demonstrate they can support and enable the business. Managing performance means that output and outcome have to be measured; this is essential in improving efficiency and effectiveness and focusing on the contribution of an IT organization to the value for the business. Performance can be measured using key performance indicators (KPIs). Managing performance challenges an organization to create a documented baseline. This will allow the organization to use the baseline as a reference point, so that they know where they came from and how far they have gotten at a certain point in time.



Using the 5P model for improvementWhen staff adopt performance goals, they will normally start improving the process (P of Process) or renegotiate the contracts with partners (P of Partner) and this will probably lead to the deployment of new technology (P of Product). Of course, that is all in theory. But in practice it turns out that people (P of People) are the true engine of change. It is people who want results and people who will make changes to the processes. Most ITSM implementations do not sufficiently address the human factor and concentrate too much on technology or process flows. Often best practices mention people being important but do not address human resources or any other best practices concerning people. The most effective way to improve performance is to address people first, see the arrow in figure 2.4.

For an effective transformation to a successful IT organization a result driven and integral approach is required. Performance and People are two important starting points:

● Performance – At the start, focus on the business strategy and how IT will support that. Make performance the turning point of the other four Ps. Measurement of output and outcome is essential in improving efficiency and effectiveness.

● People – People are the engine for change. Organizations change because people change. People change when they feel the urgency and understand the expectations.

An integral approach, including Process, Product and Partner, means focus on all aspects of the organization and ITSM. These five Ps together contribute directly to improving ITSM.

Partner Process

Product

People

Performance

Figure 2.3 5P model with Performance as the central fifth P


Organization 23

Organization, processes and peopleThe organization and processes have to be set up properly to achieve the objectives originating from the vision of the organization. “Service management is a set of specialized organization capabilities for providing value to customers in the form of services. The capabilities take the form of functions and processes for managing services over a lifecycle” (OGC 2007). The 2011 version of ITIL (Cabinet Office 2011a) says: “ITIL provides guidance to service providers on the provision of quality IT services, and on the processes, functions and other capabilities needed to support them.” Figure 2.5 shows how these processes (left side) and functions (right side in the form of organization teams) interrelate to contribute in delivering value. Roles are important to link activities to positions in the organization.

In the relationship diagram in figure 2.5 the connectors indicate one-to-many or many-to-many relations between components of the reference model. This makes it easier to see how the components relate to each other. For example the component process has a one-to-many connector with the component process step, because one process can consist of many process steps. The figure also connects the processes and organization (top) with the employees (bottom) who make the organization capabilities work. In order to be effective, ITSM needs the right organization structure, processes and people with the appropriate competences. Each part of the figure will be explained in detail in the following sections:

● breakdown of processes: left side of figure 2.5 (Section 2.2) ● breakdown of organizations: right side of figure 2.5 (Section 2.3) ● position of roles and employees who fulfill the role: bottom of figure 2.5 (Section 3.1).

Partner Process

Product

People

Performance

Figure 2.4 5P model with People as the engine of change



2.2 From process model to activityAchieving the objectives originating from the vision of an IT organization requires that the organization and processes are in place. Section 2.2 discusses process (see figure 2.6).

Figure 2.6 Part of the reference model: From process model to activity

Figure 2.5 Processes and organization relationship diagram

Process model

Process

Process step

Organi-zation

Team

Organization model

Role Activity Position

Employee

Process model

Process

Activity

Process step



Organization 25

The connectors in figure 2.7 show the relationship between process model, process, process step and activity. All the components of figure 2.7 will be explained, starting with the process model.

Figure 2.7 Breakdown of process model

Process modelA process model identifies the relationship between processes. A process model can be represented in a picture that helps to record a reality on a defined level of detail. The level of detail of the process model can be based on the intended way of use: high-level processes versus detailed processes.

A process model is a model that integrates all processes with their inputs and outputs as connectors.

The process model is at least as important as the processes themselves because processes must be deployed with the right relationships in place to achieve the desired effect of a process-focused approach. A process model should be defined before individual processes are designed in detail or any instrumentation or automation is attempted, to prevent redundancies and gaps.

This series deals with organization structures. It is based on the assumption that organizations are aware of their processes, and have accomplished some level of active management of these processes. There are different process descriptions available in literature, and in practice. Most of these descriptions are actually not describing processes, but procedures, policies, practices or work instructions instead, simply because that is what is important in people’s daily practice.

There is no single process model available that is widely accepted. But we need to have some level of awareness and active management of this process dimension in place before we concentrate on organization structures. Therefore, in this series, a simple process model, which should be acceptable to all readers, is adopted.

There are many alternatives available for ITSM process models. However, if we apply the widely used definition of a “process” found in ITSM literature (ITIL, MOF: Microsoft Operations Framework, or other), it shows that there are actually only a few processes at the tactical and operational level of an IT service organization that comply with this definition. The resulting process model (Integrated Service

Process model Activity Process

step Process



Management method, ISM, Hoving & Van Bon, 2010, see figure 2.8) covers the core activities any service organization needs to perform. This process model is used throughout the series, and can be adopted or adapted according to the needs of the reader. The arrows in this process model represent process trigger relations. Information exchange relations are not shown.

Figure 2.8 Example ITSM process model based on the ISM Method

The core processes in this integrated process model translate to ITIL practices in the following way:

● Agree – agreeing on new or changed services or service component(s), discussing the associated contracts and changing any related contracts if applicable. In this book the term service level management is used.

● Change – changing the specifications of the service or components thereof, for example a new version of software, changing hardware, and so on. In this book the term change management is used.

● Deliver – providing the service as agreed in the contract, covering all operations activities, whether on systems, applications, network or any other component. In this book the term operations management is used.

● Recover – restoring anything that didn’t behave as required. In this book the term incident management is used.

● Inform – delivery of information about the resources used in the other processes. Includes the registration of that information and the management of its quality. In this book we will use the term configuration management.

AGREERFI/RFP

RFC

INCIDENTS

SERVICE REQUESTS

PREVENT

CHANGE

RECOVER INFORM

DELIVER

Legend:

RFI = Request for Information RFP = Request for Proposal RFC = Request for Change


Organization 27

● Prevent – preventing anything that can affect the service delivery in a negative way. In best practices literature (for example ITIL) this is largely covered by a multitude of practices like (proactive) problem management, continual service improvement, capacity management, availability management, continuity management and security management. In this book the term risk management is used.

Figure 2.9 illustrates the result of this mapping. The terms used in this mapping refer as much as possible to the most popular terms in the field, in order to avoid confusion.

Figure 2.9 Commonly used process titles (ISM Method, Hoving & Van Bon 2010)

ProcessProcesses are part of an integrated process model, like the one in figure 2.9. There has to be consensus on what a process actually is, before breaking a process down in steps and activities.

A process is a sequence of interrelated or interacting activities designed to accomplish a defined objective in a measurable and repeatable manner, transforming inputs into outputs.

This means that sequences of activities that are repeatedly performed in the same order are processes (for example incident and change management). Processes describe actions, dependencies, and sequence, and they are under explicit process control. Figure 2.10 shows the widely accepted structure of a process.

SERVICE LEVEL MANAGEMENT

RISKMANAGEMENT

CHANGE MANAGEMENT

INCIDENT MANAGEMENT

CONFIGURATIONMANAGEMENT

OPERATIONS MANAGEMENT



Figure 2.10 Structure of a process

A process requires the following characteristics: ● A process has a specific trigger. ● A process has clearly distinguished activities. ● A process has a clear goal and provides measurable results. ● A process has process control for assuring the quality of the execution of

the activities. ● A process is unambiguous: for each series of activities there is but one process.

Outcome of a process to be effectiveWhen arranging activities into processes, we do not use the existing allocation of tasks, nor the existing departmental divisions. This is a conscious choice. By opting for a process structure, it often becomes evident that certain activities in the organization are uncoordinated, duplicated, neglected or unnecessary. Instead, we look at the objective of the process and the relationships with other processes. A process is a series of activities performed to convert input into output, and ultimately into an outcome, see figure 2.11. The process is set off with a trigger. The input is concerned with the resources being used in the process. The (reported) output describes the immediate results of the process, while the outcome indicates the long-term results of the process (in terms of meaningful effect). Control means checking whether the process is compliant with established standards and policies. An example of output and outcome was given in section 2.1.

Trigger ResultACTIVITY 1 ACTIVITY 2 ACTIVITY N

PROCESS CONTROL


Organization 29

Figure 2.11 Process diagram, focusing on the outcome

The standards for the output of each process have to be defined in such a way that the complete chain of processes in the process model meets the corporate objectives. If the output of a process meets the defined requirements, then the process is effective in transforming its input into its output. To be really effective, the outcome should be taken into consideration rather than merely focusing on the output. If the activities in the process are also carried out with the minimum required effort and cost, then the process is efficient. It is the task of process management to use planning and control, to ensure that processes are executed in an effective and efficient way.

CSFs, KPIs and metricsThe logical combination of activities results in clear transfer points where the quality of processes can be monitored. The management of the organization can provide control on the basis of the quality of the process as demonstrated by data from the results of each process. In most cases, the relevant performance indicators and standards will already be agreed upon. The results will be assessed on whether they meet the agreed standard, based on a report of performance indicators. Metrics assist in measuring and reporting to manage a process.

Process metrics measure the performance of service management processes, they stem from KPIs, which in turn stem from CSFs:

● CSF – A critical success factor (CSF) refers to something that must happen if a process is to succeed. The achievement of CSFs can be measured by key performance indicators (KPIs). For example a CSF like “protect IT services when making changes” could be measured by KPIs such as “percentage reduction of unsuccessful changes”, “percentage reduction in changes causing incidents”, and so on.



● KPI – A key performance indicator (KPI) is used to help manage a process. A KPI is a measurable parameter quantifying the performance of specific criteria. Many metrics may be measured, but only the most important of these are defined as KPIs and used to actively manage and report on the process. KPIs should be selected to ensure that efficiency, effectiveness, and cost effectiveness are all managed.

● Metric – A metric is something that is measured and reported to help manage a process or activity. Metrics are a system of parameters or ways of quantitative assessment of a process that is to be measured, along with the ways to carry out such measurement.

Example

Starting with the vision, an organization sets goals and objectives. CSFs are defined to achieve these goals and objectives. The KPIs following from these CSFs determine the quality, performance, value and process conformance. Metrics define what is to be measured.

For example: if an objective of an organization is “being cost-effective”, a CSF could be “reducing IT costs”, and a KPI could be “ten percent reduction in the costs of handling printer incidents”.

The next step is to identify the metrics and measurements required to compute the KPI. In the example metrics could be “original cost of printer incidents”, “final cost of printer incidents”, and measurements are “cost of service call to third-party vendor” and “time spent on the incident by first line operative and their average salary”.

Differences between functions and processesThe distinction between functions and processes is important. ITIL describes a function as a subdivision of an organization that is specialized in fulfilling a specified type of work, and is responsible for specific end results. Functions are independent subdivisions with capabilities and resources that are required for their performance and results. They have their own practices and their own knowledge body (OGC 2007).

It can be difficult to determine whether something is a function or a process. A good example of a function is a service desk; a good example of a process is change management.


Organization 31

In practice sometimes there is a lack of clarity how to implement best practice; is this a process or is it a function. For example in ITIL capacity and security management are defined as a process and not as a function, but in fact these practices relate to functions that use the core processes of the integrated process model (Hoving & Van Bon 2008a). Processes are sequences of activities that are repeatedly performed in the same order, and process definitions do not contain information on organization or technology. Since capacity and security management are actually clusters of activities, with specific guidance on organization and technology, they are not a repeated sequence of activities, and consequently they should be handled as functions. Capacity and security management practices may be expressed a sequence as in Deming’s PDCA cycle (Plan, Do, Check, Act), but in these cases this sequence does not make the cluster of activities a process.

Process activities can be performed by different units (organization subdivisions, functions), normally called departments. Figure 2.12 shows an organization chart with a number of departments. Examples of departments that use the core processes of the integrated process model for their specific targets are network management and the service desk. The processes are represented by the dotted line (for example incident and problem management). The processes “flow” through different departments. Process activities in these processes take place in a lot of departments, as represented by the arrow heads. Poor coordination between these departments combined with an inward focus leads to the rise of functional silos, without proper communication. This does not support the success of the organization as a whole. Processes run through the hierarchical structure of departments; departments often share some processes. This is how processes suppress the rise of functional silos, and help to ensure an improved coordination between departments. Process models help avoid the problem with functional hierarchies; well-defined processes can improve productivity within and across departments.

Process stepSteps are components of processes. Steps make it easier to discuss process flows. The granularity of the system determines how these two levels are used in practice.

A process step is a group of activities that belong together and form a recognizable part of the process.



Figure 2.12 Processes and departments (example)

A step can be comprised of one or more activities. In a simple process a process step can be exactly one activity and sometimes all the process steps are composed of only one activity. A process is often divided into steps to make it easy or possible to define metrics and KPIs per step, and to measure the performance of the process step. KPIs can be designed to show the performance result of the process step to support CSFs. Another consideration is the number of activities that can be accomplished by one employee without interruption and transfer to another employee; it can be efficient to cluster such a group of activities into a process step. However if too many different activities are clustered into one process step, one individual will have difficulty in keeping control of it.

Figure 2.13 shows process breakdown structures. On a lower level than the process itself, process steps can be identified (detailed level 2). Each process step can be detailed by activities (detailed level 3). The representation of the process steps can be an event driven process chain. The process steps are described as a sequence of main process activities. The goal is to obtain an overview of what is created during the process execution. A process step itself can be described as a number of activities, which are executed at this step. A process also can be represented not as a sequence of steps but as a sequence of sub processes (detailed level 4). A sub process can then again be detailed into steps and activities just like a process. There is no factual difference between level 3 and 4, except for the way the activities are described in clusters.


Organization 33

ActivityEvery organization aims to realize its vision, mission, strategy and objectives, which means that appropriate activities have to be undertaken. Providing a constant quality also means that the activities have to be coordinated. With an unstructured list, something may be left out and employees will easily become confused. It is therefore important to structure the activities. Preferably these should be arranged in such a way as to allow us to see how each group of activities contributes to the objectives of the business, and how they are related.

An activity is a basic unit of work designed to achieve a particular result.

Activities are usually defined as part of processes or process steps, and they are treated as a basic unit of work. For example, logging an incident record is an activity. An activity is considered as the smallest component of a process.

Activities are components of steps, as seen in detailed level 3 in figure 2.13. Activities often have an expected duration, cost and resource requirements. Activities can be seen as actions or concrete predefined tasks, with a specific result in order to perform successfully. Activities include all the work employees do to perform the overall tasks of the organization.

Proc

ess

step

1Pr

oces

s st

ep 2

trigger

1.) Process

output

Activity

Activity

Activity

Activity

ProcessStep 2

trigger trigger

ProcessStep 1

output output

2.) Process with process steps

3.) Process with process steps and activities

Su

b p

roce

ss 1

4.) Process with sub processes

Su

b p

roce

ss 2

output

trigger

Figure 2.13 Process breakdown



Control activitiesTo ensure the results of the process, two kinds of activities are required:

● Operational activities – To realize the goal, concerned with the throughput and converting input into output.

● Control activities – To make sure the activities are performed as required.

Process control includes the following elements: ● monitor process execution (time, execution quality, right order) ● report on process execution (output reporting, throughput reporting) ● adjust process execution (horizontal or vertical escalation, coordination).

Through control activities we can associate the input and output of each of the processes with policies and standards, and provide information about the results to be obtained by the process (reporting, escalation). To be able to monitor process execution the goals for the process should be set. Figures 2.10 and 2.11 illustrate the position of control activities in the process structure. Control regulates the input and the throughput in case the throughput or output parameters are not compliant with the standards and policies.

Process control

Change management process control makes sure that the sequence of activities is executed as agreed. For example: a change is tested before it is released, the change is administered in the Configuration management database (CMDB) and the change record is fully updated before the change is closed. Change management process control also provides a periodic change management report, detailing the quality of the process execution.

Procedures and work instructionsAlthough processes determine the order of execution of the activities, they do not determine who execute activities or how, where or when the activities should be executed. After the determination of a process, which can be described in a process description, the organization can specify who should execute the activities in procedures. The detailed specifications of the how, where and when are largely determined in work instructions. This is illustrated in figure 2.14, where three Ps of the 5P model are used to indicate the nature of processes, procedures and work instructions. In practice, a generic level of detail can also be determined in procedures. The specifications of forms, products, supporting tools and the way


Organization 35

they should be used in doing activities are mostly determined in work instructions. The change of a form, product or tool would only require the work instruction to be updated, and not the procedure or process.

Figure 2.14 Process description, procedure and work instruction (ISM, Hoving & Van Bon 2010)

A work instruction explains how something is done, for example how a specific part of call handling is done in detail or how a specific technical task is carried out. A work instruction contains much more detail than a procedure and is only created if very detailed instructions are needed. Work instructions can be helpful when trying to achieve a clear and predefined task or action, by giving detailed instructions and a specification of expected results.

2.3 From organization model to position

We have seen how processes are composed of activities. Before we relate activities to the employees who have to execute them, we need to know how to organize the work to be done. There should be an organization structure that sets the appropriate conditions for the employees. In order to structure the organization there has to be

What

Who

How

PROCESSDESCRIPTION

PROCEDURE

WORK INSTRUCTION

PROCESS

PEOPLE

PRODUCT



a design, consistent with the maturity level of the organization. Organization design and organization development will be explained in Chapter 7. First we need to know more about how organizations are composed (figure 2.15).

Figure 2.15 Part of the reference model: From organization model to position

The connectors in figure 2.16 show the relationship between organization model, organization, team and position. All the components of the figure will be explained here, starting with the organization model.

Figure 2.16 Organizations breakdown

Organization modelThe organization model arises from the organization design principles, together with the process model. The organization model determines how the building blocks of an organization must be put in the right order and with the right relationships.

An organization model defines the various organizational entities that exist within the organization scope and the relationships between these entities.

The organization model should be defined before individual departments are designed. Because service management focuses ultimately on value, the organization model for an IT organization should focus on delivering value for the customer.

Organization

Team

Organization model

Position


Organization Team Organization model Position


Organization 37

For example, the organization model can be a model of a number of clusters of organization parts in which the relationships between the clusters are identified. The objective can be to show how the clusters interact to deliver value for the customer. This model guides in structuring the organization. In this way the organization model forms the basis for the organization structure and organization chart, see figure 2.17.

Chapter 7 discusses organization structures and gives some examples, such as a functional structure or divisional structure.

Figure 2.17 An organization model (example) shapes the organization

OrganizationOrganizations are goal directed, boundary maintaining, and socially constructed systems of human activity. An IT organization in this way is an example of an organization because its goal is creating value for the customer.

An organization is a person or a group of people and facilities with an arrangement of responsibilities, authorities and relationships.

A body of persons organized for some specific purpose, such as a club, union, corporation, or society, is an organization. An identified part of an organization (even as small as a single individual), or an identified group of organizations can be regarded as an organization if it has responsibilities, authorities and relationships. The term organization is sometimes used to refer to any entity that has people, resources and budgets, for example a project or business unit.

Strategy

Networks

Projects

Services

Strategy Projects

Networks

Services


Further information


References: books ● Bon, J. van, et al (2007). IT Service Management – An Introduction based on ISO

20000 and ITIL V3, VHP. ● Bon, J. van & L. van Selm (2008). ISO/IEC 20000 An Introduction, VHP. ● Cabinet Office (2011a). ITIL Service Strategy, TSO. ● Cabinet Office (2011b). ITIL Service Design, TSO. ● Cabinet Office (2011c). ITIL Service Transition, TSO. ● Cabinet Office (2011d). ITIL Service Operation, TSO. ● Cabinet Office (2011e). ITIL Continual Service Improvement, TSO. ● Cabinet Office (2011f). ITIL glossary and abbreviations, TSO ● ISO/IEC 20000: the international standard for IT Service Management. ● ISO/IEC 38500: the international standard for corporate governance of IT: IT

Governance. ● Kanter, M. et al. (1992). The Challenge of Organizational Change, Free press. ● Kotter, J. (1996). Leading change, Harvard Business School. ● Leenards, P., D. Pultorak and C. Henry (2008). MOF v4.0 Pocket guide, VHP. ● Mari, G. de & P. Leenards (2009). Five years of IT management improvement –

eight cases. Case: From technology to service (pages 71-76: Leenards, P.), Delft University.

● OGC (2007). ITIL Service Strategy, TSO. ● OGC (2010). ITIL Planning to implement Service Management, TSO. ● Paracha, B. & J. ten Hagen (in press). Roles and responsibilities in Application

Management, TSO. ● Phillips, J (1999). Accountability in human resource management,

Butterworth-Heineman. ● Picard, M., C. Feltus and J. ten Hagen (in press). Roles and responsibilities in

Incident Management, TSO. ● Powell, W., J. van Bon and J. ten Hagen (in press). Roles and responsibilities in

Service Level Management, TSO. ● Varlamov, O. (2010). The balanced view on strategic business and IT alignment-

revising the approach of Getronics Consulting, Twente University. ● Wilkinson, P. & J. Schilt (2008). ABC of ICT – An Introduction to the Attitude,

Behavior and Culture of ICT, VHP.



References: articles ● Bon, J. van & W. Hoving (2007). SAME – the Strategic Alignment Model Enhanced,

BHVB, ITSM Portal. ● Bon, J. van & J. Dyer (2009). Cross-Reference ITILv3 and MOF 4.0, OGC ● Feltus, C., E. Dubois and M. Petit (2010). Conceptualizing a Responsibility based

Approach for Elaborating and Verifying RBAC Policies, RELAW10, Sydney, Australia ● Greiner, L (1988). Evolution and Revolution as Organizations Grow. May-June 1988,

Harvard Business Review. ● Hoving, W. & J. van Bon (2008a). Functions and processes in IT management, IT

Service Management, in: Global Best Practices, volume I, VHP. ● Hoving, W. & J. van Bon (2008b). The Process Management Matrix (PMM),

variations in process management, in: IT Service Management, Global Best Practices, volume I, VHP.

● Hoving, W. & J. van Bon (2010). De ISM-Methode. Verleden, heden en toekomst in IT-servicemanagement. Academic Service.

● Leenards, P., H. Vriends and M. Burghoorn (2008). Improving the IT organization using the team model, in: IT Service Management Global Best Practices, volume I, VHP.

● Leenards, P., M. Croon and J. Duijts (2009). Modern beheer, andere frameworks, AutomatiseringGids, January 9, 2009.

● Leenards, P. & R. van der Burg (2009). De case for MOF v4.0, TITM, January 2009. ● McClelland, D (1973). Testing for competence rather than for intelligence. American

Psychologist, January 28, 1-14, 1973. ● Nolan, R. (1979). Managing the crisis in data Processing. Harvard Business

Review. March-April 1979

Recommended websites ● www.sfia.org.uk (skills framework for the information age) has a lot of information

about competences and skills ● www.itil-officialsite.com where APMG, TSO and the Cabinet Office manage the

information on ITIL®

● www.microsoft.com/mof for all information about the MOF v4.0 Service Management Functions (SMFs)

● www.itgi.org about IT Governance

Further information 211


Acronyms


ABC attitude, behavior, culture

BITI model business IT integration maturity model

CIO chief information officer

CMDB configuration management database

CMMI capability maturity model integration

CSF critical success factor

CSI continual service improvement

FTE full time equivalent

ISM Method integrated service management method

IT information technology

ITGI IT Governance Institute

ITIL Information technology infrastructure library

ITSM IT service management

KPI key performance indicator

MOF Microsoft operations framework

OGC Office of Government Commerce

OSA operational support and analysis

PDCA plan, do, check, act

PMM process management matrix

RACI responsible, accountable, consulted, informed

RACI-VS responsible, accountable, consulted, informed, verifies, signs off

RASCI responsible, accountable, supportive, consulted, informed

RFC request for change

RFI request for information

RFP request for proposal

SAME strategic alignment model enhanced

SFIA Skills Framework for the Information Age

SLA service level agreement

SMF service management function



Index



Aaccountability 51, 68, 70, 71, 73, 95, 132acquisition 95activity 33, 42architecture team 141assignment 15, 68attitude 89attitude, behavior and culture (ABC) 15, 89, 170, 174authority 15, 40, 70, 97authority matrix 70

Bbehavior 54, 89behavioral skills 55

Ccapabilities 61career paths 85commitment 10, 64, 87, 195competence 15, 56, 60compliance 14, 97compliance team 141conformance 95, 97consulted 71continual improvement 174continuous improvement 97control 28crisis 159, 172, 187critical success factor (CSF) 29, 206culture 89, 90current state 153

Ddecisions 97delegation 70demand 103department 14, 31, 38desired state 153divisional structure 111


Index 217

Eeffective 29efficient 29employee 14employee commitment 87evolution 172, 187experience 15

Ffunction 10, 23, 38functional structure 111

Ggovernance 94, 103governance model 14, 96groups 38

Hhard skills 55human behavior 95human factor 82human resource model 65

Iiceberg model 82implementation 180informal structure 112informed 71input 28intent 85ISM method 26, 27ISO20000 104ISO38500 95, 103ITSM 10ITSM process models 25

Jjob description 40

Kkey performance indicator (KPI) 30, 206knowledge 15, 83



Lleadership 154, 155line manager 46

Mmanagement paradigm 99management team 141matching 58, 60, 63matrix organization 131, 143, 149, 204matrix structure 111metrics 29mission statement 20MOF 131motives 84

Nnetwork structure 111

Ooperations 100operations team 141organization 14, 35, 37organizational capabilities 19organization change 152organization chart 37, 38, 112organization commitment 88organization design 14organization development 14organization model 14, 36organization structure 111outcome 19, 28output 19, 28outsourcing 107

Ppartners 21PDCA cycle 46, 176people 11performance 21, 95performance indicators 29PMM 136


position 14, 39, 42proactive 201procedures 34, 149process 10, 23process controller 44process coordinator 44process execution 43process management 43process manager 46process maturity 207process model 14, 25process operator 44process owner 44, 194process step 32professional skills 55provider 102

Qqualifications 15qualities 84

RRACI 70RACI table 71, 73RACI-VS 71RASCI 71reference model 14resistance 155responsibility 15, 40, 43, 52, 68, 70, 71, 95revolution 172, 182, 187revolution strategy 159role 42role profile 15, 58, 135role rotation 143

Sself-image 84separation of duties 100service 20service management 18services team 141

Index 219


skills 15, 53, 83, 146skills framework 65social role 83soft skills 55solutions team 141strategy 95, 100, 153sub process 32suppliers 102supply 103supply chain 104support team 141

Ttactics 100tasks 40team 14, 38, 50team model 131, 140Team SMF 131transition 154trigger 28

Uutility 20

Vvalue chain 104value creation 95virtual team 39vision 14, 153vision statement 20

Wwarranty 20work instruction 35



www.tso.co.uk

DESIGNING AND TRANSFORMING IT ORGANIZATIONSROLES, RESPONSIBILITIES AND ORGANIZATION STRUCTURES

Guidance and instructions for setting up IT organizations

Popular frameworks provide insufficient guidance on organization structures, and in each IT service management project such guidance would be extremely welcome. This is the introduction book to a series of (initially) six books that will provide background considerations, theory, instructions, and practical guidance for setting up organization structures in the context of improvement projects. The areas to be covered range from designing and transforming IT organizations in general, to detailed guidance on organizing service level management, change management, incident management, application management and security management.

This first book provides a coherent set of concepts and terminology, including roles, role structures, job descriptions, processes, tasks, responsibility, authority, profession, skills, responsibility matrices (RACI), human factors, Attitude/Behavior/Culture (ABC), separation of duties, conflict of interests, et cetera.

Employees are the core of an organization, so the human factor receives extensive attention. Also, the aspects of accountability and governance are discussed, because an IT service management organization has its place in governance, and accountability has to be ensured.

All these aspects and related topics are brought together in a coherent set of instruments and guidelines, in a reference model. The chapters in this book define the components of the reference and change model and discuss all aspects and related topics.

Assure the success of your future IT service management projects by applying the instruments of this unique book.

Published by: Produced by:

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Designing anD Transforming iT organizaTionsRoles, responsibilities and organization structures

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DESIGNING AND TRANSFORMING IT ORGANIZATIONS

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