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The itSMF Higher Education SIG invites you to attend an online presentation by John Borwick, Manager at Higher Education IT Management, LLC, discussing how to build an organizational capability with practical considerations, and stay energized as the change agent. How do you cope, and excel, when you know how your IT department needs to evolve but no one else seems to understand? The process of introducing an organization to a new way of doing things can be very frustrating and uncomfortable. This presentation is a pragmatic complement to improvement frameworks such as the ITIL CSI model and John Kotter’s 8-step change model. This webinar focuses on what it’s like to be the person pushing for change, and how to build short-term wins, “anticipated pains,” and feedback loops to successfully “ride the maturity model wave” from one level to the next. Speaker Biography: John Borwick has worked in higher education for over 10 years–principally at Wake Forest University from 2003 to 2012, where he was a systems administrator, team lead, assistant director for data delivery, associate director for continual service improvement, director of service management, and finally director of the portfolio management office (including service management and project management).
Citation preview
How to Ride the Maturity Model Wave
John BorwickManager, Higher Education IT
Management, LLC
Higher Ed Special Interest Group
• Opportunities to share with – and learn from – colleagues at other universities that are implementing IT Service Management
• Addressing the challenges that differentiate the academic and corporate environments
• Contact the Higher Ed SIG through HigherEdSIG@itSMFusa.org
John BorwickHigher Education IT Management, LLC
John Borwick, PMP®, is currently the manager of Higher Education IT Management. Prior to that he worked in higher education for over 10 years–principally at Wake Forest University from 2003 to 2012.
John knows higher education and he knows IT–in particular, he knows how to ensure IT management systems support University outcomes and the staff responsible for providing those outcomes.
Higher Education IT Management, LLC
“Helping Higher Education IT effectively deliver value to campus while minimizing
waste.”
One-on-one coaching
Custom engagements
Blog
http://www.heitmanagement.com
Agenda Example of “Riding the Wave”
The context for change, generally
Why “Riding the Wave”?
Models/Frameworks
Making the improvement
Additional resources
http://www.flickr.com/photos/teresamorgan/3845888706/
Example of “Riding the
Wave”
Example: new e-mail distribution tool
Example: new e-mail distribution tool
Identify improved tool
Proof-of-concept
... ?
Tool implemented
The Context for Change, Generally
Galileo
http://www.flickr.com/photos/ubmathur/3445953058/
Why can change threaten people?
Don’t understand it
Following rather than leading
Vested interests in the current way
Risk to their power Power from knowing vs. learning
Mental models
http://www.flickr.com/photos/plaisanter/5362834664/
Equilibrate mental models
Help people learn your mental models
Understand where they are
Speak to them where they are
http://www.flickr.com/photos/mikebaird/2599226912/
Why “Riding
the Wave”?
“Riding the Maturity Model Wave”
Skill
Balance
Focus
Energy-intensive
(Lack of) control
Why can this situation be frustrating & uncomfortable? No one shares your mental model
You feel like things could be so much better
You’re living in the future state
Just want it done already!
Models/Frameworks
Maturity models
Level 1: Initial
Level 2: Repeatable
Level 3: Defined
Level 4: Managed
Level 5: Optimizing
Maturity models Level 0: Not Performed/Unaware
Level 1: Initial
Level 2: Repeatable
Level 3: Defined
Level 4: Managed
Level 5: Optimizing
ITIL CSI Model1. What is the vision?
2. Where are we now?
3. Where do we want to be?
4. How do we get there?
5. Did we get there?
6. How do we keep the momentum going?
Kotter’s organizational change model
1. Sense of urgency
2. Guiding coalition
3. Compelling vision for change
4. Communicate the vision
5. Remove obstacles
6. Create short-term wins
7. Build on the change
8. Anchor the change in the culture
PDCA Cycle
Plan
DoCheck
Act/Adjus
t
Iterative development
PDC
APDC
A PDC
A
Making the Improvement
Making the Improvement
Context for the improvement
Your role
Release management
Two examples
Making the Improvement:Context for your
improvement
Stakeholder identification
List stakeholders
Sense of ownership & incentives
Power dynamics CIO telling stories Need all levels on board Quiet != On board
Working with your manager Stakeholder analysis: what do they care about?
Impacted processes How might the improvement affect other
processes?
How might other processes affect this improvement?
What new pains will this improvement create?
Organizational analysis Capacity for absorbing change
Ability to understand the change
Revolutionary vs. evolutionary Risky later vs. up front
Making the Improvement:
Your role
Vision/“True North” The Expert
The core few things that must happen
Are we done?
NegotiatorStakeholder A
Stakeholder B
Item #1 WIN WINItem #2 WIN WINItem #3 LOSE WINItem #4 WIN LOSE
Negotiator: Quick Wins Who doesn't want a quick win?
Listen and understand stakeholders
You know the possibilities; they know the value to them e.g. creating a listserv that sends opt-in
emails
Negotiator:Guiding Coalition
Never begin with a finished draft
Pay attention to how much you are talking. Questions vs. answers
Position others to take the next step Understanding the pain that will be created Letting others connect the dots
Other notes on your role This Is Not About You
Be a facilitator
Patch together process interfaces as they change Temporarily do what’s needed to keep the
improvement going
Do rather than talk. Bias towards experimenting and testing
Making the Improvement:
Release Management
Release Management: Organic system
(Credit to the Lean Enterprise Institute)
Knock-on effects
Help people effect the change. They become change agents
“Remove Obstacles”
Release Management: Create feedback loops
Open-Loop Process
Closed-Loop ProcessINPUTS OUTPUT
S
OUTPUTS
INPUTS
Feedback Loop
Release Management: Communications
Formal communications plan
Formal training options
Informal training
Help shift mental models
Release Management:0, 1, 20%, 80%, 100%
coverage
0 -> 1 Proof of Concept
1 -> 20% Improve
20% -> 80% Sell, sell, sell
80% -> 100%
Peer pressure/mandates
Release Management: Deliver value as you go
Week 1
Week 2
Week 3
Week 4
Week 5
Week 6
0
20
40
60
80
100
All-or-NothingIncremental
Time
% v
alu
e d
elivere
d
Release Management: Position for Future
Success Understand the pain that will be created
Begin building shared mental models to address that pain
Making the Improvement:
Two examples
Change management implementation
Stakeholders: helps project managers, frustrates developers. Role of auditor, IT leadership.
Mental models: necessary evil vs. enabling capability
Vision: every change? Review proportional to risk?
Quick wins: how can the process help developers? One example of change management helping.
Patch together: meeting attendees, one-on-one training
Future pain: release management, reporting
Stakeholders
Mental models
Vision
Quick wins
Things to patch together
Future pains
Change management implementation
Stakeholders • Project managers• Developers• University audit• IT leadership• …
Mental models Necessary evil vs. enabling capability, …
Vision Every change? Review proportional to risk? …
Quick wins How can the process help developers?Celebrate faster time-to-resolve, …
Things to patch together
Inviting people to CAB, one-on-one training, …
Future pains Release management, reporting, …
Creating an “Application Support” Team
Stakeholders
Mental models
Vision
Quick wins
Things to patch together
Future pains
Creating an “Application Support” Team
Stakeholders • Developers• Service Desk• New Application Support team• …
Mental models Segregation of duties, how to define “support” vs. “development”, …
Vision No more incidents to developers, …
Quick wins One type of support ticket goes to the new team, knowledge base entries, …
Things to patch together
Access levels, who talks with users, …
Future pains When to transition work between teams, adding support teams to project teams, …
Review Example of “Riding the Wave”
The context for change, generally
Why “Riding the Wave”?
Models/Frameworks
Making the improvement
Additional resources
Additional Resources Leading Change by John Kotter
Getting to Yes by Roger, Ury, and Patton
COBIT by ISACA
http://www.heitmanagement.com/surfing
Q & A
Recommended