Microsoft PowerPoint - ITIL and Management Commitment v1

© Service Management Art Inc., 2006

ITIL andManagement Commitment

Be Prepared

Peter LijnsePresident


Agenda

• What is Commitment?• ITIL Implementation Activities• Commitment to Change• Tools for change• ITIL and earning commitment


What is commitment?


Definition of Commitment

Merriam - Webster Dictionary• an act of committing to a charge or trust:

– consignment to a penal or mental institution– an act of referring a matter to a legislative committee

• an agreement or pledge to do something in thefuture;– especially : an engagement to assume a financial

obligation at a future date– something pledged– the state or an instance of being obligated or

emotionally impelled <a commitment to a cause>


Commitment is necessary

Individual commitment to a group effort -- that iswhat makes a team work, a company work, asociety work, a civilization work.

Vince Lombardi


Toyota and American CarManufacturers

Why has it taken America’s automobile manufacturers so long to narrow theirefficiency gap with Toyota?

In large part, because it took Detroit more than 20 years to ferret out theradical management principle at the heart of Toyota’s capacity for relentlessimprovement.

The result: Year after year, Toyota has been able to get more out of itspeople than its competitors have been able to get out of theirs.

… it was only after American carmakers had exhausted every otherexplanation for Toyota’s success—an undervalued yen, a docile workforce,Japanese culture, superior automation—that they were finally able to admitthat Toyota’s real advantage was …

Gary Hamel, Harvard Business Review, Feb 2006:

…its ability to harness the intellect of “ordinary” employees


ITIL Implementation Activities


Implementation Activities

Assess Design Develop Implement Review

Assess thecurrent

efficiency andeffectiveness

of the process,people,

products andpartners

Design of thehigh level

process guide.Selection ofProducts,

People andPartners

Developmentof procedures,

workinstructions

and supportingdocumentation

ImplementingProcess and

EnablingtechnologyTraining of

Staff

Review theefficiency andeffectivenessof the people,

process,products and

partners

Communication and Education/Training Strategy


Implementation Steps


• Assess the current processes, people andtechnology

• Recommend areas for improvement

Timeframe: 2 to 4 weeks




•Design process•High Level Process Guide

•Executive Summary•Goal of Process•Activities (including inputs and outputs)•Roles and responsibilities•RACI Matrix•Quality Metrics•Audit Criteria

•Formal Sign-off

Technology Selection

People Selection

Partner Selection





•Develop Procedures and work instructions•Detailed Support documentation

•Category Tables•Priority Tables•Impact assessment charts•Definition of service•Reporting procedures and scorecards•Escalation procedures•Risk assessment procedures and tables•CAB structures•Release implementation templates•SLA templates•Change, Configuration and Release Plan•Process scoping documents•Date models for databases (CMDB, CDB, etc.)•Tool data input criteria•RFC form•Etc.

TechnologyDevelopment

People Development

PartnerUnderpinning

Contracts





•Training Development•Training of Staff on:

•Process activities•Roles and responsibilities•Enabling technology

•Scenario Based Training

Go LiveActivities





•Review effectiveness and efficiency•Process•Technology•People•Partners

•Customer Satisfaction

ImprovementPlan



The Stages of Commitment


The stages of Change Commitment

Commitment Phase

Acceptance Phase

Preparation Phase

Institutionalization

Internalization

TIME

Deg

ree

ofS

upp

ort

for

the

chan

ge

Contact

Unawareness

Awareness

Confusion

Understanding

NegativePerception

Positive Perception

Decision notTo implement

Installation

Aborted afterInitialImplementation

Adoption

Aborted afterExtensiveImplementation

* Based on Daryl Conner, Managing at the speed of change


Negative Response to Change

Immobilization

Denial

Anger

Bargaining

Depression

Testing

Acceptance

TIME

EM

OT

ION

AL

RE

SP

ON

SE

Pas

sive

Act

ive

Stability



Positive Response to Change

TIME

PE

SS

IMIS

M

Uninformed Optimism

Informed Pessimism

Hopeful Realism

Informed Optimism

Completion

CHECKING OUT

Public

Private



Activities + Commitment Stages


Preparation Acceptance Commitment

Preparation Acceptance Commitment

Preparation Acceptance


Tools of Cooperation


The Agreement Matrix

Disparate InterestIn improvement

Extent to which people agree on cause and effect

Exte

ntto

whic

hpeople

agre

eon

wh

at

the

yw

an

t

No consensus Broad consensus

Bro

ad

conse

nsu

s

Based on Christensen, Marx and Stevenson – Harvard Business Review, Oct 2006

No

conse

nsu

s

Result oriented“just do it”

“Automatic”Group Thinking

Understand the causeand effect ofimprovements


The Four Types of Cooperation Tools

PowerTools

LeadershipTools

ManagementTools

CultureTools

Extent to which people agree on cause and effect

Exte

ntto

whic

hpeople

agre

eon

wh

at

the

yw

an

t

No consensus Broad consensus

Bro

ad

conse

nsu

s

Based on Christensen, Marx and Stevenson – Harvard Business Review, Oct 2006

• Charisma

• Salesmanship

• Role Modeling• Tradition

• Rituals

• Folklore

• Vision

• Democracy

• Religion

• Strategic Planning

• Apprenticeship

• FinancialIncentives

• Hiring andPromotion

• ControlSystems

• Transfer Pricing• Measurement

Systems

• StandardOperatingProcedures

• Training

• Negotiation

• Fiat

• Coercion• Threats

• Role Definition

No

conse

nsu

s


The Tools of Cooperation and Change

One of the rarest managerial skills is the abilityto understand which tools will work in a givensituation – and not to waste energy or riskcredibility using tools that won’t.

Christensen, Marx and Stevenson – Harvard BusinessReview, Oct 2006


ITIL and Earning Commitment


Implementing ITIL

• Disparate vision or broad consensus?– Uninformed optimism, Unaware

• Disagree with the cause and effect– technology, time spent, leadership/accountability

• Tools:– Strategic Visioning– Mobilization workshops– Roles and definition– Negotiation– Inflicting pain?

PowerTools

LeadershipTools

ManagementTools

CultureTools


Implementing ConfigurationManagement

• Disparate vision or broad consensus?• Disagree with the cause and effect

– technology, time spent, outcomes

• Tools:– Vision, sales?– Forcing to use it?– Management/operational procedures?– Training?– Apprenticeship?

PowerTools

LeadershipTools

ManagementTools

CultureTools


Implementing Change Management

• Difference in vision between ApplicationDevelopment and Operations

• Disagree with the cause and effect– Restricting, link with PMO

• Tools:– Vision– Management/operational procedures?– Religion– Incentives?– Training?– Apprenticeship? Power

Tools

LeadershipTools

ManagementTools

CultureTools


Other Techniques

• Documentation Strategy• Formal sign-off• Communication Strategy• Return on investment• Apprenticeship / coaching• Visioning


Just another thought

Work on what’s important, not just what’sinteresting – there’s an infinite supply of both.

Frank Guarnieri, Locus Pharmaceuticals


Thank You!

Documents

Microsoft PowerPoint - ITIL and Management Commitment v1