overcoming the biggest challenges of an itsm...

SESSION 809 Friday, April 15, 10:15am - 11:15am

Track: Service Management Excellence

Overcoming the Biggest Challenges of an ITSM Program Gary Case Principal Consultant, Pink Elephant [email protected]

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.

mailto:[email protected]

The Biggest Challenges Of An ITSM Program Manager & How To

Overcome Them

Gary Case

Agenda

1. Top Challenges And How To Overcome Them

2. What Do I Do Next

3. Questions

Sponsorship & Leadership

3

Challenge How To Overcome

Getting and maintaining Executive Sponsorship and Leadership as well the required funding as improvement programs are NOT free.

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

ITSM Governance

4


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

Under Estimating The Power Of Organizational Change

5


Managing Organizational Change. Develop and implement a strong Communication Strategy and Plan

Address the WIIFM (What’s In It For Me) for senior management, mid-level 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

..that iceberg won’t

stop US!

Full steam ahead!

Culture

Leadership

Were We Successful

6


Lack of knowing when you’ve

been successful.

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

https://www.thetrunk.ca/specproj/Picture Library/Business Concepts/Data Bars Square.png

https://www.thetrunk.ca/specproj/Picture Library/Business Concepts/Data Bars Square.png

What Does CSI Stand For

7


Lack of Continual Service Improvement – not protecting the original investment made.

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 Output

Step 1 Step 2 Step 3 Step 4 Step 5

Process

ITIL, ITIL, ITIL, ITIL…..

8

Challenge How to Overcome

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

Scope, Scope, Scope….

9


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

Measurement Framework

10


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

What Do We Need To Improve

11


Not knowing what the organization wants to improve.

Understand the Business and IT Strategy, Goals and Objectives

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

Copyright © AXELOS Limited 2011. Reproduced under license from AXELOS

Risks & Issues

12


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

Manage As A Project

13


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

Not Looking For Quick Wins

14


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

What Does It Come Down To

• Leadership and Governance

• These two items drive everything we have discussed today

15

16

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

Thank you for attending this session.

Please don’t forget to complete a session evaluation!

overcoming the biggest challenges of an itsm...

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