Date post: | 08-Aug-2015 |
Category: |
Business |
Upload: | itsmf-belgium |
View: | 183 times |
Download: | 1 times |
© GamingWorks© GamingWorks1
Sponsored by
© GamingWorks© GamingWorks
ABC of ICT ABC of ICT
2
the number 1 success or fail factor for ITSM
STILL
© GamingWorks
• Trends – why we canNO LONGER AFFORD TO FAIL• TOP ABC issues – CUSTOMER perspective• TOP types of RESISTANCE• What the experts say
Trends shaping the Future of ITSM
© GamingWorks
Groundhog day
..finds himself in aTIME LOOP,
repeating the same dayagain and again…
© GamingWorks
..finds himself in aTIME LOOP,
repeating the same dayagain and again…
1996 Worst practicespresented World-wideRECOGNITION
Groundhog day
© GamingWorks
..finds himself in aTIME LOOP,
repeating the same dayagain and again…
1996 Worst practicespresented World-wideRECOGNITION
2008 Exactly the SAMEWorst practicespresented World-wide
RECOGNITION…ABC Mandatory Masterrequirement!!
Groundhog day
© GamingWorks
..finds himself in aTIME LOOP,
repeating the same dayagain and again…
1996 Worst practicespresented World-wideRECOGNITION
2008 Exactly the SAMEWorst practicespresented World-wide
RECOGNITION…ABC Mandatory Masterrequirement!!
2014 Exactly the SAMEWorst practicesWorkshops World-wide
RECOGNITION1000’s of Organizations
Groundhog day
© GamingWorks
ü Business & IT productivity ü IT and Business alignment ü Business agility &
speed to market ü Business process
management & reengineering ü IT cost, reliability & efficiency
and security
Trends shaping the Future of ITSM
© GamingWorks
ü Business & IT productivity ü IT and Business alignment ü Business agility &
speed to market ü Business process
management & reengineering ü IT cost, reliability & efficiency
and security
Trends shaping the Future of ITSM
© GamingWorks
ü Business & IT productivity ü IT and Business alignment ü Business agility &
speed to market ü Business process
management & reengineering ü IT cost, reliability & efficiency
and security
Growing importance,& dependency
Trends shaping the Future of ITSM
© GamingWorks
ü Business & IT productivity ü IT and Business alignment ü Business agility &
speed to market ü Business process
management & reengineering ü IT cost, reliability & efficiency
and security
Increasing impact ITSM as a strategic capability
Growing importance,& dependency
Trends shaping the Future of ITSM
© GamingWorks
ü Business & IT productivity ü IT and Business alignment ü Business agility &
speed to market ü Business process
management & reengineering ü IT cost, reliability & efficiency
and security
Increasing impact ITSM as a strategic capability
Growing importance,& dependency
Poor ability to execute
Trends shaping the Future of ITSM
© GamingWorks
ü Business & IT productivity ü IT and Business alignment ü Business agility &
speed to market ü Business process
management & reengineering ü IT cost, reliability & efficiency
and security
Increasing impact ITSM as a strategic capability
Growing importance,& dependency
Poor ability to execute
CobIT
ISO27..20..
ITIL
Prince2PMI DevOps
ISO38..
BiSL
KT
Togaf
Scrum Agile
Trends shaping the Future of ITSM
© GamingWorks
ü Business & IT productivity ü IT and Business alignment ü Business agility &
speed to market ü Business process
management & reengineering ü IT cost, reliability & efficiency
and security
Increasing impact ITSM as a strategic capability
Growing importance,& dependency
Poor ability to execute
CobIT
ISO27..20..
ITIL
Prince2PMI DevOps
ISO38..
BiSL
KT
Togaf
Scrum Agile
CIO needs:Nr 5: Leadership developmentand staff training
IT Transformation“….from Internal focus to outside-in, business focus and a Customer and Service culture…….”
Trends shaping the Future of ITSM
© GamingWorks
Strategic Assets
People
Our IT peopleare becomingCritical assets forBusiness growth and continuity
People: Strategic Assets
© GamingWorks
Strategic Assets
People
Our IT peopleare becomingCritical assets forBusiness growth and continuity
…you mean HEis a Critical Asset?!!Boy are we indeep Doo Doo !...
People: Strategic Assets
© GamingWorks
Strategic Assets
People
Our IT peopleare becomingCritical assets forBusiness growth and continuity
…you mean HEis a Critical Asset?!!Boy are we indeep Doo Doo !...
People: Strategic Assets
© GamingWorks
© GamingWorks
..that iceberg won’t stop US! Full steam ahead!
We adoptframeworks tobring IT undercontrol
The ABC Iceberg
ISOCobITITIL
© GamingWorks
..that iceberg won’t stop US! Full steam ahead!
…don’tforget! ABC is like an Iceberg…..a lot of it idden beneath the surface, and capable of inflicting damage!
We adoptframeworks tobring IT under
control
ISOCobITITIL
The ABC Iceberg
© GamingWorks
ITIL® V3 – Planning to Implement service Management
Culture
Attitude Behavior
ValueBeliefsPrinciples
‘…more than 52% of initiatives fail because of
RESISTANCE…
ABC Mandatory….which means let’s ignore it!
‘…The most common reason for the breakdown of
Service management initiatives is failure to recognize the importance of
Organizational culture…’
© GamingWorks
ITIL® V3 – Planning to Implement service Management
Culture
Attitude Behavior
ValueBeliefsPrinciples
“…..clearly describe how they managed, influenced and achieved improvements in the attitude, behaviour and culture of the organisation
and affected individuals throughout their assignment”.
‘…The most common reason for the breakdown of
Service management initiatives is failure to recognize the importance of
Organizational culture…’
‘…more than 52% of initiatives fail because of
RESISTANCE…
Master
ABC Mandatory….which means let’s ignore it!
© GamingWorks
What is the ABC of ICT card set?
A set of playing cards, developed by GamingWorks in association with Van Haren publishing. The cards contain 57 industry recognized ABC (Attitude, Behavior, Culture) worst practice cartoons.
UserCustomerHelp deskTechnical specialistConsultantSupplier….
This card set has been designed as an awareness and assessmentinstrument to help teams, departments and organizations to improve.
A practicalInstrument…
There are anumberof exercisesyou can dowith them
IdentifyWHO isguilty ofwhichworstpractice
Discussthe
Businessimpact &
risk
Agreewhich ones
needFixing! Andwho is
responsible
© GamingWorks
“We have had ITIL for more than 20 years. ITIL was all about the Users and the Customers and providing services that deliver quality to the Users and Customers.”
• The USER perspective“If we gave these cards to YOUR USER, whichtop 3 would he/she choose to describe YOUR IT worst practice ABC?”
Record the answers on the form
You can Choose the SAME cards
…Exercise 1: Customer & User focused
© GamingWorks
Exercise:Customer & User focused
üüü
ü
ü
Task 2: (15 minutes) What does the team consider the Top card
• Choose the top issue based upon .......
• Discuss the findings and identify what the team considers the top issue.
© GamingWorks
Exercise:Customer & User focused
ITIL V3
Ø Services are a means of delivering valueto customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks.
Ø Value is defined as:
Utility - attributes of the service that have a positive effect on the performance associated with desired outcomes or removal of constraints on performance
Warranty - the positive effect being available when needed, in sufficient capacity or magnitude, and dependably in terms of continuity and security.
Chose the top 3 based upon the negative impact and consequences to value:
ý Outcomes not achieved ý Delays in deployment ý Revenue lostý Wrong investment decisionsý Downtimeý Rework ý Threats to continuityý Additional costs
When the impact is known discuss whether this is an acceptable business risk
Ø ‘impact, consequences and potentialbusiness risk’.
© GamingWorks
Exercise:Customer & User focused
Task : Go and FIND OUT what the Users REALLY think!
© GamingWorks
Not my responsibility
Everything has the highest priorityaccording to the Users
Internally focused
Process managers without authority
Plan, Do, stop….No real Continual improvement focus
Throwing (ITIL) Solutions over the walland HOPING people will follow themToo little Business involvement in
requirements specification & testing
No understanding of Business impact & Priority
IT thinks it doesn’t need to understandthe business to make a business case
60+sessions
Canada
Belgium
Denmark
Poland
Singapore
Sweden
Switzerland
UK
USA
Germany
Spain
Netherlands
5000 people
No management commitment
‘Customer issues’ – Top 10 (Global)
Australia
Norway
© GamingWorks
Impact?
290% 5% 10% 15% 20% 25%
1
2
3
4
5
6
7
8
What is the impact of allThis worst practice?
IT: IT Solutions fail to meet business needs or delayed solutions
Business: Lost opportunities
IT: Higher IT costs
Business: Higher businessoperating costs
Business: Decreased staff productivity
Business: Increased business outages and risks
IT: Threats to business security, availability or continuity
IT: Increased IT outages and downtime
A service is a means of
delivering value to customers byfacilitating outcomes
Customers wantto achieve withoutthe ownership of
specific Costs & Risks.
© GamingWorks
Task 1: (15 minutes):
Think in terms of:•Project impact•Business impact•IT operations impact
Exercise 2: Resistance
“Which 3 card represent the types of resistance you will expect to meet when you try to adopt and deployITIL? and what is the impact (for one card)?
© GamingWorks
• “What do we need to do to ensure that these difficulties are removed. What can YOU do, what do managers need to do. Be specific!”
Task 2: (20 minutes):
Exercise 2: Resistance
© GamingWorks 0 10 20 30 40 50
‘Resistance’ – The top 10 (Global)
Saying ‘Yes’, meaning ‘No’No management commitment
Plan, Do, Stop…..No realContinual improvement cultureITIL is the objective not what it
should achieve
Never mind about following proceduresjust do what we normally do
ITIL Never work hereUnable to specify the VALUE required
by the businessThrowing (ITIL) Solutions over the walland HOPING people will follow them
Process managers without authorityNo understanding of Business
impact & Priority
5000 people
© GamingWorks
üInvolve all functions.
Use workshops, face-to-face meetings & simulations to create discussion, buy-in, involvement and address resistance…… Resistance is a COMMON FACT.
What the EXPERTS say
© GamingWorks
üInvolve all functions.
Use workshops, face-to-face meetings & simulations to create discussion, buy-in, involvement and address resistance…… Resistance is a COMMON FACT.
“Programs like this business simulation stimulate the right behavior within IT helping drive the cultural changes needed to reach our strategic objectives.” CIO
What the EXPERTS say
© GamingWorks
üSpend time with the customer
Learn how they use your services, Listen instead of speaking…..Engage with the business!Focus group meetings;; send peopleinto the Business
© GamingWorks
üSpend time with the customer
Learn how they use your services, Listen instead of speaking…..Engage with the business!Focus group meetings;; send peopleinto the Business
“I just didn’t realize….it wasan eye opener for me……ALL IT staff need to experience this! ” IT Mgr
© GamingWorks
ü ’Understand’ business needs first.
Link project proposals to business needs. Agree priorities at ALL levels.
V,O,C,R“We scored an own goal, we just assumed we knew ……it was assumicide!’ IT Dir.
Go and CHECK your Project plan!
What the EXPERTS say
© GamingWorks
üAll in IT need to know what the ‘Value’ is….and how their role and activities contribute to results.Clarify role, responsibilities, authority
A service is a means of delivering value to customers by facilitating outcomesCustomers wantto achieve withoutthe ownership ofspecific Costs & Risks.
Start by discussing THIS!
Adopt ‘Consequence management’ to foster ‘desirable behavior’
What the EXPERTS say
© GamingWorks
ü Look beyond certification
Look for demonstrated capabilities inmanaging change, changing ABC. Ask HOW they will deal with ABC?Training? Use experiential learningtranslate THEORY into PRACTICE
“I don’t want to see an ITIL certificate in the CV….I want to hear HOW you used ITIL to realize results, I want to know how you addressed ABC and I want a reference’!’ CIO
What the EXPERTS say
© GamingWorks
ü Communicate & Market IT. Internal & external at all levels.Communicate in business & user terms.
ü You ‘Must’ use a holistic approach to avoid failure, disappointment, delays.
ü Confronting people with behavior, rewarding new behavior.
ü You ‘Must’ get executive commitment. Executives must play a leading role ‘walk-the-talk’, ‘confront people.
ü Use facts and figures, impact, consequences, risks to gain buy-in, to change attitudes
What the EXPERTS say
© GamingWorksGamingWorks BV 41
Thank You
Any Questions?
www.gamingworks.nl
Twitter: @gamingpaul
41Sponsored by