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8/7/2019 ITSM_Academy_BestPracticeBreakout_Webinar_Dec_2010
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e come
:O rganizationa l Adop tion of Best Practiceand Continua l Im rovement
Marty La rsen, M icrosof t
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About ITSM Academy
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And More! Welcome!
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Tod ays Agenda
Imp lementa tion and Tra nsfer of Best Pra ctices
AssessGain
AcceptancePreparingBreakouts
FacilitationReport
O ut
The f ive steps with add itiona l d a ta and exa mp les.
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Tha nks for jo ining us today.Please use the cha t fea ture to send in your questions.
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5 Day Best Practice Transfer (BPT) Prog ram
1 . Assess Rea d iness for Change
.
3 . Setting up breakout sessions4 . Facilita tion of BPT Brea kout sessions
1 . Start
2 . Scope and O b jectives
3 . Prob lem and Analy sis
4 . Develop ment of Process f lows
5 . Development of Consensus and Actions
.
5 . Rea lizing the return on ef for t: The Rep or t O ut
G ain Pre arin Re ort
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FacilitationO ut
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Assess Readiness for Change
Identify the O rganizationa l Impetus
Anticipate and Identify the Resistance to Change Assess O rganiza tiona l A lig nment
Assess the Time Commitment
G ain Pre arin Re ort
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Prep aring Leadership and Sta f f
Techniques for Overcoming Resistance to Change
W ork with multip le levels of leadership− Policy, Process, Procedure
Identif ica tion of Scope a nd O b jectives
Scope Identif ica tion formand f acilitation
Identify team members
G ain Pre arin Re ort
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Preparing the Breakout Session
Scheduling
Room set-up Scop e Doc
Agenda
Trainin
Materials
G ain Pre arin Re ort
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FacilitationO ut
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O verview of the BPT Breakout Session
Ground Rules
Roles
“Fish Bone” Brain Storm
G ain Pre arin Re ort
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FacilitationO ut
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O verview of the BPT Breakout Session
“ PotentialSolutions”
Action andCommunication Plans
G ain Pre arin Re ort
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BPT Report O ut
G ain Pre arin Re ort
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Detail
Assessment of ReadinessAssess
Scoping Gain
Acceptance
Prep a ring for Brea kouts
PreparingBreakouts
Rep or ting the Breakouts
Facilitation
Report
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Best Practice Transfer (BTP)Facilita tor Prep a ra tion
Psychology of a Brea kout Session
mpowere eams an g -per orm ng ea ms
O wnership of solutions
Team and or anizationa l behavior
Facilitation of a Breakout Session
The leaderless facilitatorThe tools of the facilitator
Objectives of a Breakout Session
tream ne ec s on ma ngRed uction of bureaucra cy
Structured rob lem solvin
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Assess Readiness for Change
Identify the Organizational Impetus
“ W h do I ca re” and “W h do we need to chan e”
Assessment of current state maturity Anticipa te and Identif y the Resista nce to Change
“ W hy we cannot change”
The p sycholog y of cultures and ind ividua ls
ssess rgan za t ona gnment
Is the organization a ligned and set up for change?
W ha t do we want to chan e
How will we mea sure the change?
G ain Pre arin Re ort
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Assess Read iness for Change W ork Product
Answer“ “− y o ca re an y o we nee o
cha nge ” Maturit Assessment ver hi h level
− Based on IO, CMMI, ISO 20000 or other
Past Resistance to Change and Past Efforts− Cultura l ba rr iers conf ronted
Identif y W ha t is to b e Changed
− Behavior, work p roducts, tools, repor ting
G ain Pre arin Re ort
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Scope G oa ls and O b jectives
Conf irm the Ef for t (time) the Lea dership Tea m iswilling to Commit
Confirm the Time the Leadership Team is willing toCommit to the b reakout tea m members
Conf irm the W ay in which the Time Allotted will beCommunicated
Agree on KPI’s or Measurements
G ain Pre arin Re ort
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Breakout Session Leadership Pre-Meeting
Mini session of Q & A with the ob jective of having leadershipf ill out a nd ag ree on session’s the “ Scop e a nd O b jective”
Prior to the lea dership p re-meeting the f acilita tor may or maynot send the Scope and Object form to the leaders
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Prepare for the Breakout Session
Super Sticky Post-it Notes
Name Tents or Name Tags
Flip Charts (two or more)
Roll of Butcher Paper
Lea dership Pre-meeting Slides
Candy | Horn Projector
Posters
BPT Session Slides (specific to the session focus)
G ain Pre arin Re ort
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Breakout Start
Set up Room Appropriately
ang any repr n e a er a
Handwrite Agenda and Post on W a ll
Invite Lea dership to Kick O f f Meeting
Confirm the Appropriate Team is in Attendance Post “ Check-in / Check-out” Form
Post W O or App rova l Number if Ap propria te
G ain Pre arin Re ort
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The Breakout Session
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Breakout Session Agenda
Ground RulesIntroductions
Roles
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Breakout Principles and Ground Rules
Ground RulesIntroductions
Roles
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Top 50 Crea tivity Killers
1. O ur place is dif f erent.
2. W e t ried that before.
3 . It costs too much.
38 . It’s impossib le.
39 . I know a p erson who tried itand got f i red.
20 . It isn’t in the budg et.
21 . Can’t teach old d og new tricks.
2 2. G ood thought, but impra ctical.
4. That’s not my job.
5. They’re too busy to do that.
6. W e don’t have the time.
40 . W e’ve always done it this
way.41 . W e’d lose money in the long
run.
23 . Let’s g ive it more thought.
24 . W e’ll be the laughingstock of the industry.
25 . Not that again.
7. Not enough help.
8. It ’s too rad ical a change.
9. The staf f wil l never buy it.’
42 . Don’t rock the boa t.
43 . That’s what we can exp ectf rom the sta f f.
26 . W here’d you dig that one up?
27 . W e did alr ight without it before.
28 . It’s never been tried .’. .
11 . The union will screa m.
12 . That will run up our overhea d .
13 . W e don’t have the authority.
.it?
45 . Let’s look into it further.
46 . W e’ll have to answer to the
.now.
30 . Let’s for m a committee.
31 . It won’t work in our pla ce.
14 . Let’s get b ack to reality.15 . That’s not our p rob lem.
16 . I don’t like the idea.
s oc o ers.
47. Quit dreaming.
48 . If it ain’t broke, don’t fix it.
49 . That’s too much ivory tower.
32 . The exec. committee will never go f or it.33 . I don’t see the connection.
34 . Let’s a ll sleep on it.
’
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17 . I’m not say ing you’re wrong but…
18 . You’re two years ahead of your time.
19 . Now’s not the right time.
50 . It’s too much work.. .
36 . It’s too much trouble to change.
37 . It won’t pay f or itself.
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Scope Review
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Training
Cause and Effect
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Training
Process Diagrams (Macro)
Process Diagram (Swim)
Cause and Effect
Specific to the Focus of the
Breakout Session
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“As Is”
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Identify Issues
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Root Cause Analysis
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Future State “To Be” Map
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Future Sta te Map (“ To Be” )
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How Do W e G et There?
Solutions Constra ints Actions
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The Action Plan
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W ha t Needs to be Communica ted
W ha t is the intended purpose / action?W ho is the intended aud ience?
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C
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RACI if Applicable
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RACI
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RACI
W e Must know who is Accounta b le
W ha t process am I suppor ting when? W ha t ha t to wa rewhen (Responsible)
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Metrics Plan
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Metrics Plan
What How to Measure Target or Direction
incident management). E.g. f rom open to closed 80% closed within
1 hr
~ 10 0% ticketsclosed in 24 hrs
# of knowled geb ase upda tes (submissions) top rob lem ma na gement
Cap ture baseline a ndcount after that
Increased
-
# of tickets upd a ted within 2 hrs by N th levelsupport
In CRM Increase,
Tar get 1 00 %
mins for 100%
# of tickets assigned to g roup q ueue for incidentsreported to the Helpdesk
In CRM? Target: within 15minutes for 100%
# of customers responded to by Helpd esk within30 minutes for a ll intake (phone, voicemail, email)
From survey Ta rget: 100%
BPT R t O t
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BPT Report O ut
G ain Pre arin Re ort
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BPT B k t S i R t O t
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BPT Breakout Session Repor t O ut
Consensus on a Shared Need (Scope)
Mod if ica tion or a dop tion of Scop e and O b jective worksheet
“As Is” Macro d iag ra ms
“As Is” Rommler Brache diagrams
Consensus on G oa l of Current Process
Introduction of best practice definitions (ITIL/ Industry)
onsensus on espons ty s o urrent rocessRACI dia g ra m
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BPT Breako t Session Repor t O t
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BPT Breakout Session Repor t O ut
Identification of Value-add and Wasted Efforts
Maximize va lue
Red uce the 8 aspects of wa ste
Consensus on “Should” or “To Be” Diagram
Consensus on G ood Pra ctices in Need of Ad op tion
Introd uction of good p ra ctices a t the a ctivity level
Consensus on Actions Required to Adopt Good Practices
Codif ica tion of actions req uired to incorp ora te a nd susta inood ractices
Consensus on KPIs and Metrics Identif ica tion of business ana lyst f or collection of metr ics
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Lea dership Rep or t
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Lea dership Rep or t
Each Day of the Breakout Session Should End with a
Cover the a genda items tha t were comp leted
Highlight and conceptual challenges the team may have had
Cover the scop e review exercise, cla rif ica tion of def initions,points of confusion
− Diagrams, issues list, etc
MOST IMPORTANT – cover any and all issues aroundmanag ng e exp ec a ons o e ea ers p eam− Reset or re-negotia te expecta tions as necessa ry
Cover the end of day rep ort a t the b eg inning of the nex t
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tea m breakout session
Lea dership Rep or t
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Lea dership Rep or t
Rep or t to Tea m any Lea dership Feed back
Cover with Tea m the W ork Prod ucts AlreadyDeveloped
Va lid a te the “As Is” p rocess map
Validate the “To Be” process map
Validate issues identified
Va lid a te RCA’s completed
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Return on Effort
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Return on Effort
KPI’s
Identif ica tion of work p rod ucts tha t d emonstra te the
execution of the best practices.
eport ng an commun ca t on o wor p ro ucts
Metrics
Identif ica tion of mea surements tha t d emonstra te atrend toward improvement
Reporting and communications of metrics
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ITSM Academy Af f ilia tes