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PinkElephantBeverlyParker-ManagementConsultant
SkillsAssessmentDiscussionDocument
The‘How’OfITIL®WhitePaper
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The‘How”ofITIL-WhitePaper06.09.17
TableofContents
The‘How’OfITIL.........................................................................................................................2Executivesummary......................................................................................................................................2Adopt&AdaptWithTheGuidingPrinciples................................................................................................2FocusOnValue.............................................................................................................................................3DesignForExperience..................................................................................................................................3
StartWhereYouAre...................................................................................................................4WorkHolistically...........................................................................................................................................4ProgressIteratively.......................................................................................................................................4ObserveDirectly...........................................................................................................................................5BeTransparent.............................................................................................................................................5Collaborate...................................................................................................................................................5KeepItSimple...............................................................................................................................................5
UseTheContinualServiceImprovement(CSI)Approach.............................................................6WhatIsTheVision?......................................................................................................................................6WhereAreWeNow?....................................................................................................................................6WhereDoWeWantToBe?.........................................................................................................................6HowDoWeGetThere?................................................................................................................................6DidWeGetThere?.......................................................................................................................................6HowDoWeKeepTheMomentumGoing?..................................................................................................7MeasurementIsEssential............................................................................................................................7
Cascades&Hierarchies...............................................................................................................7
Assessments&Reporting............................................................................................................8Don’tForgetThePeopleSide.......................................................................................................................8Clear&RelevantObjectives.........................................................................................................................8StrongCommittedLeadership......................................................................................................................8Willing&PreparedParticipants...................................................................................................................9SustainedImprovements.............................................................................................................................9Communicate,Communicate,Communicate..............................................................................................9Timing&FrequencyMatter.........................................................................................................................9Two-WayCommunication............................................................................................................................9DifferentMethods......................................................................................................................................10ActionsSpeakLouderThanWords.............................................................................................................10
BringingItAllTogether.............................................................................................................10
AboutPinkElephant.................................................................................................................11GlobalFootprint.........................................................................................................................................11AboutTheAuthor:......................................................................................................................................11
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The‘How’OfITIL
Executivesummary
YourorganisationhasbegunitsITILjourney.YouhaveinvestedineducationsopeopleunderstandwhatthisthingcalledITILisallabout,andperhapssomehavegonebeyondtheFoundationleveltodigdeeperintothisframeworkofprocesses.Thereseemstobesomereallygoodstuffhere,butthequestioneveryonehasis:“Justhowdowegoaboutimplementingthisinyourorganisation?”
Thisisthesamequestionthathasbeenaskedoverandoveragain.ForaslongasITILhasbeenaround,ithasbeenpromotedasaframeworkforwhatyouneedtodo,buttheguidanceforhowtodoitwasn’treallythere.Atleast,thatwasthecaseuntilthereleaseoftheITILPractitionerGuidancebookin2016.
SuccessfullyimplementingtheITILprocessesrequiresmorethansimplydesigningorredesigningprocessesaccordingtotheITILguidance.Theremustalsobeaclearunderstandingofadditionalaspectsoftheinitiativesuchas;theimplicationsfortheorganisation;astructuredapproachfortheimplementationandthemeasurementsneeded;aplanformanagingthepeoplesideofthechanges;andthe‘what’,‘when’and‘how’ofappropriatecommunicationwiththestakeholders.
Adopt&AdaptWithTheGuidingPrinciples
TheITILframework,asoutlinedinthefivecorebooks,describestheServiceLifecycleencompassing26processesandfourfunctionsandisrecognisedasabestpracticeforITServiceManagement(ITSM).Itisimportanttokeepinmindthattheimplementationofpartoralloftheguidanceisuniquewithineachorganisation.
TheintentbehindtheITILguidancehasneverbeenforanorganisationtoimplementthepracticesasdocumentedinthebooks,butratherthatitshouldbeadoptedandthenadaptedtofittheneedsoftheorganisation.
First,anorganisationmustadoptandembraceaservicemindsetandculture,onethatiscustomer-orientedandfocusedonvaluedeliverytoitscustomersratherthanthetraditionaltechnology-focusedorganisationofthepast.
Second,itisimperativethattheorganisationdoesnotviewtheITILbooksasinstructionmanualsbutratherasbestpracticeguidancethathasunderpinnedthesuccessofmanyITorganisationsaroundtheworld.Theseorganisationshaveadaptedtheguidancetofittheirday-to-daypracticesforthedeliveryofITservicestotheircustomers.Adaptingthesepracticesmeanschoosingtheelementsthatwillhelptoimprovetheirabilitytodelivervaluethroughservicesthatfacilitatethedesiredbusinessoutcomes,modifyingthoseelementsasneeded,andperhapsevenignoringsomeoftheelementsthatdon’tapply.Choosewhatworksforyou!
Thesuccessfuladoptionofaservice-orientedmindsetandimplementationofITILpracticessuitedtoanorganisation’sneedscanbefacilitatedbyembracingthenineguidingprinciplesoutlinedinthePractitionerbook.Theseprinciplesshouldbeappliedwhetheryouareundertakingastrategicservicemanagementinitiativesuchas;theimplementationofITILpracticesacrosstheorganisation;orlookingforsomeoperationalimprovements,andwhetheryouarealargeorasmallorganisation,andregardlessoftheindustrysectorinwhichyouoperate.
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FocusOnValue
Thisprincipleembodiesthecoreofservicedelivery–itsvalueasdefinedbythecustomeroftheservice.SowhatdoesthismeanforyourITorganisation?Itmeansthateverythingyoudomustinsomewaycontributetothevalueexpectedbyyourcustomers.Thisincludestheprocessesyouutilise,theinfrastructurethatsupportstheservices,improvementstothoseprocessesandservices,aswellastheimplementationofITILpractices.DialogwithcustomersisessentialifyouaregoingtotrulyunderstandwhattheyvalueintheirITservices.Thisgoesbeyondthespecificfunctionalrequirementsandshouldincludequestionstoclarifythebusinessoutcomesthecustomerisseeking,what’smostimportanttothem,andtheirpreferencesandperceptionsregardingtheservicesandtheprocessesthatsupportthoseservices.Gettingtoknowyourcustomersatadeeperlevel,beyondsimplytheirtechnologyneeds,willhelpensureyourservicemanagementimprovementinitiativesarefocusedonvalue.
DesignForExperience
Inadditiontofocusingonthevalueofyourservicesandprocesses,youmustalsoconsidertheend-to-endexperienceofboththecustomersandtheendusersasthisisthebasisoftheiroverallsatisfaction.Asaproviderorganisation,youmustbeabletostepintotheshoesofyourcustomersandusersinordertounderstandtheirexperiencewithyourservices.Lookforthetouchpointswithyourcustomersandusersandtheexperiencesthatestablishtheir‘momentsoftruth’.Itisn’tsimplyaboutaspecificpieceofhardwareorsoftware;butthecombinationoftechnology,processesandpeoplethatultimatelydeliverstheend-to-endexperience.Lookholisticallyatwhathappensandidentifywheretheimpactisnegativeorrepresentsapainpoint.Whatareyourcustomerssayingtoyouabouttheservices?Whataretheendusersexpressingintermsofthingsthatfrustratethem?Theseshouldbeatthetopofyourlistofimprovementsoryourservicemanagementinitiative.
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StartWhereYouAreRarelyisitnecessarytoscratcheverythingyouarecurrentlydoinginfavourofacompleteoverhaul.Therearelikelytobesomepracticesthatmayonlyneedminorimprovementtoachieveahighervalueproposition.Lookobjectivelyatyourcurrentpracticestoseewhatcanbeleveragedasastartingpointorfoundationforimprovementinordertoreducetheamountofefforttoreachadesiredfuturestate.
Also,considerotherinitiativesthatareunderwayinwhichspecificimprovementsmightbeincluded.Thiswillhelpensuresimilarworkstreamsremaincomplementarytoeachother.
Leveragingwhatworkstoday–whatiscurrentlyfitforpurposeandfitforuse–canfacilitatetheadoptionofnewormodifiedpractices.Successwillultimatelydependuponeffectiveorganisationalchangemanagementthataddressesthepeoplesideofchange,asnotedlaterinthispaper.
WorkHolistically
WhetheryouareplanningtheimplementationofITILpracticesorsmallerimprovementinitiatives,keepinmindthatyouneedtoconsidertheentirevaluechain,notsimplytheindividualparts.ThedeliveryofITservicesrequiresmanydifferentelementsthatspandifferentareasoftheITorganisationandanimprovementinoneareaislikelytotouchothers.
Workingholisticallyrequiresnotonlyrecognitionofthedifferentparts–thepeople,processes,productsandpartners–butalsoanunderstandingoftheirrelationships,dependenciesandinterfaces.Aholisticapproachtoimprovementwillalsobedependentupongoodcollaboration–anotherguidingprinciple–acrosstheentireITorganisation.
ProgressIteratively
Notonlywillyouwanttoremembertostartwhereyouare,butalsokeepinmindthatyouneednottackleeverythingatonce.Plantheinitiativeinsmaller,moremanageableeffortsformoretimelyexecutionandtherealisationofvaluesoonerthanmightbepossiblewithonelargeinitiative.
Smallerimprovementscanbeeasiertoimplementandeasierforstafftoadopt.Therewilllikelybelessresistancetosmallerincrementalchangeswhichcanhelptobuildasenseofaccomplishmentandconfidence.Whenscopingtheseinitiativesremembertofocusonthevalueproposition–whateveryouplanmustinsomewaydelivergreatervaluetoyourcustomers.
ProgressingiterativelymirrorstheprinciplesofLeanIT,theAgilemethodologyandDevOps.Allofwhichadvocateanapproachofsmaller,incrementaleffortsinordertodelivervaluesoonerandfaster.
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ObserveDirectly
Whilemeasurementsbasedondatawillcertainlybeessentialforyourinitiatives,dataisnotasubstituteforfirst-handobservation.Wheneverpossible,youshouldobservewhatishappeningandcombinethiswiththedata.Datawillnotnecessarilypresenttheentirepicture,thustheneedfordirectobservation.
ThisisanotherkeyprincipleofLeanmethodologies;youmustgotowheretheworkisdone,referredtoasa‘Gembawalk’,talkwiththepeoplewhodothework;ask‘why’touncoverthereasoningbehindtheworkbeingdone.Theycangiveyounotonlythemostaccurateunderstandingofthecurrentstate,butrecommendationsforimprovementsaswell.
Berespectfulofpeople’stimewhileobserving,andpracticeactivelisteningtoclarifyunderstanding.Engagingwithstaffinthiswaycanhelptocreateasenseoftrustwhichwillfostergreatercooperationastheinitiativesproceed.
BeTransparent
Shareinformationasearlyandasoftenaspossibletomakepeopleawareofwhatishappening,whyit’shappening,andhow.Thiswillhelppreventspeculation,assumptionsandrumors,andcanhelplowerresistancetothechanges.ItwillalsohelptocreateasenseofurgencyasnotedbyJohnKotterinhiseightstepsformanagingchange.
UtiliseITIL’sconceptoftheCSIregistertomakepeopleawareoftheimprovementsbymakingitvisibletoeveryone.Plantoaddresstheneedsofstaffandmanagementwithappropriate,timelycommunications,andremembertoalsocommunicateaccomplishmentsalongtheway.
Collaborate
Collaboration–gettingtherightpeopleinvolvedintherightwayattherighttime–willresultinbetterbuy-inforyourinitiativesandimprovethelikelihoodofsuccess.Cooperationandcollaborationwithafocusonsharedgoalscanensuredifferentperspectivesandinsightsareconsideredandaddressed.
IdentifythedifferentstakeholdergroupsthatspannotonlytheITorganisationbutalsocustomers,usersandevensuppliers.Recognisethatnotallstakeholderswillneedtobeengagedatthesamelevelofdetail,soscopingthecollaborationbasedupontheinterestinorimpactoftheinitiativeshouldbetakenintoaccount.
Effectivecollaborationwillhelptoensuresupportamongthestakeholdergroups,ultimatelyleadingtohigherchancesofadoptionandsuccess.
KeepItSimple
Strivetokeepthingsassimpleaspossible.Ifactivitiesprovidenorealvalue,theneliminatethem.Iftheyarenecessary,forexampletoensurecompliancywithlegalorregulatoryrequirements,thenlookforwaystostreamlinebyremovingorsimplifyingsteps.Eliminateunnecessarybureaucracyandcreatesimpleproceduresorworkinstructions.
Collaborationwithothers,creativethinkingandchallengingthe‘oldways’ofdoingthingscanoftenresultinsimplerwaysofcarryingoutthework.Intheend,everyonebenefits.
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UseTheContinualServiceImprovement(CSI)ApproachThesix-stageCSIApproachasdocumentedintheITILCSIpublicationprovidesastructuredapproachformanagingtheimplementationofITILpracticesoranyothertypeofimprovementinitiative.ByembracingtheconceptsofthePlan-Do-Check-Act(PDCA)cycle,thisapproachensuresimprovementsarealignedtothestrategicvisionoftheorganisationandthevaluepropositionforyourcustomers.
WhatIsTheVision?
Beforebeginninganytypeofinitiative,it’scriticaltoensureitalignstotheoverallvision,goalsandobjectivesoftheITorganisationandsubsequentlytothoseofthebusiness.Creatingavisionfortheinitiativewillhelpincommunicatingitsdirectionandpurposetothestakeholdersandthevaluethatisexpectedfromit.
WhereAreWeNow?
Whileitmaybetemptingtomoveforwardwithimprovements,thecurrentstatemustfirstbeestablishedasastartingpoint.Performinganassessmentofthecurrentpracticeswillenabletheprovidertomoreclearlydefinethedesiredfuturestateandwillestablishthebaselineforlatercomparisonfollowingtheimplementationoftheimprovements.
WhereDoWeWantToBe?
Establishingfuturemeasurabletargetsafterassessingthecurrentsituationallowsforagapanalysistoidentifytheappropriateobjectivesandspecificimprovementsthatwillmovetheorganisationtowardthefuturestate.Thiswillfacilitatetheidentificationofappropriatecriticalsuccessfactorsandkeyperformanceindicators(KPIs)alignedtotheoverallvision,goalsandobjectivesfortheinitiative,andwillaidintheprioritisationoftheimprovements.
HowDoWeGetThere?
Aplanforimplementingtheimprovementsidentifiedinthepreviousstagecannowbedefinedandexecuted.Remembertoconsidertheguidingprinciplesasyoubegintheplanningandifappropriate,incorporateprojectmanagementapproachesformanaginglargerinitiatives.Also,keepinmindthatbreakinglargerinitiativesintosmalleronescanhelplowerresistance,increaseadoptionandleadtomoresuccessfulchange.Effectivecommunicationandongoingstakeholdermanagementarecriticalpriortoandthroughouttheimplementationoftheimprovements.Measurementsdefinedforthefuturestateshouldbeusedduringtheimplementationtoensureprogressintherightdirectionisbeingmadeandtoenablecorrectiveactionsifneeded.
DidWeGetThere?
Usingthemeasurementsdefinedpreviouslyalongwithinputfromthestakeholders,youcannowdetermineifthedefinedfuturestatewasachieved.Abenefitsrealisationreviewcanbecarriedouttoconfirmachievementoforatleastprogresstowardthenewstate.Presenttheresultstothestakeholdersandconfirmthattheexpectedvaluehasactuallybeenrealised.
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HowDoWeKeepTheMomentumGoing?
Asnotedearlier,thePDCAcycleisthebasisforcontinualimprovementandtheCSIapproachmeansyoukeepgoing.Whatcomesnext?Ifyoudidn’treachthedesiredfuturestatethenperhapsaseconditerationisneeded,orperhapsyouarereadytomoveontoadifferentinitiative.Youmustalsoensurethebenefitsreceivedasaresultofthisinitiativearenotlostovertime.Itiscommonforpeopletoslipbackintotheoldwayofworking,thusnegatingtheeffortputintotheimprovementinitiative.Embedthenewpracticesintoyourculturebycontinuingtoreinforcetheiruse,measuringtheresultsandincludingthenewpracticesintrainingfornewstaff.
MeasurementIsEssential
WhilemostITorganisationsarefamiliarwithestablishingcriticalsuccessfactors(CSFs)andKPIsforday-to-daydeliveryofITservices,theseareequallyimportantforservicemanagementimprovementinitiatives.Creatingeffectivemeasurementsrequiresthoughtfulplanning.
Cascades&HierarchiesThecreationofappropriatemetricsforyourITILimplementationdependsuponaligningthemetricswithhigherlevelrequirements,goalsandstrategies.Thiscanbeaccomplishedthroughtheuseofacascadingorhierarchicalapproach.TheITIL-to-VisionMeasurementTrailisahierarchicalapproachfordefiningappropriatemeasurementsbystartingatthetopwiththevisionandmissionoftheorganisation,followedwithspecificgoalsandobjectivestosupportthevisionandmission.AsmallnumberofCSFscanbeidentifiedforeachgoalorobjective,withafewKPIsidentifiedforeachCSF.TheKPIsthenhelptodeterminethecorrectmetricsandmeasurements.Definetop-downandmeasurebottom-up.ThisapproachisparticularlyeffectivewhenimplementingITILprocesses.Additionalapproachestoconsiderareasfollows:
1. TheITComponent-to-ScorecardHierarchywhichfocusesonrollingcomponentmeasurementsupintoservicemeasurementsrepresentingthecustomer/userexperienceoftheITservices.TheseserviceresultsthenbecomepartofanITdashboardorbalancedscorecard.
2. TheBalancedScorecardapproach,developedbyRobertKaplanandDavidNortonforbusinesses,canalsobe
usedforITorganisationstodrivetherightmeasurements.Measurementsinthefourperspectives–customers,financial,internal,innovation–areessentialinachievingtheorganisation’sgoals,missionandvision.®
3. TheCOBIT5GoalsCascade,aframeworkforthegovernanceandmanagementofenterpriseIT,createsa
goalscascadethatisdrivenbytheneedsofthestakeholdersintheorganisation.EnterprisegoalscascadetoITgoalswhichinturncascadetoenablergoalsforservices,processes,technology,peopleandmore.MetricCategoriesGuidanceforestablishingthecorrectmetricsmustalsoincludeabalancedsetthatrepresentsdifferentperspectives.Inadditiontothecommonsetofmetricsfocusedonmeasuringthetechnology,processesandend-to-endservices,providersneedtoconsidermetricsfromtheperspectiveofprogress,compliance,effectivenessandefficiencyappropriateforthecurrentmaturityorstatusoftheprocesses.Additionalperspectivesincludeabalanceofleadingandtrailingmetricsrepresentingwhathasalreadybeenachieved,predictionsofwhatmightbeachievedinthefuture,andinside-outmetricsrepresentingtheinternalITviewandoutside-inmetricsrepresentingthecustomers’viewofIT.
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Assessments&ReportingAssessingyourorganisation’sexistingprocesseswillestablishthecurrentstate,servingasbaselinesatthestartofyourinitiative.Thebaselinescanthenbecomparedtothedesiredfuturestateinordertoperformagapanalysistoidentifyspecificprocessimprovements.
Whenplanninganassessmentitiscriticalthatthescopeisclearlyestablishedtoincludeonlywhatisneededtoachievetheintendedpurpose.Theassessmentcriteria,inotherwordstherightquestionsanddata,mustalsoalignwiththeassessment’sscopeandpurpose.
Whenreportingtheresultsofanassessment,animprovementinitiativeoreventheongoingmeasurementofprocessesandservices,striveforreportsthatdelivervaluefortheintendedrecipients.
Ensurethereisanagreeduponandunderstoodpurposeforthereport.Whatisthereasonforitscreationandwhatisexpectedtohappenoncethereportisread?Isthepurposetointervene,validateapreviousdecision,directactivitiestoreachatarget,orjustifyacourseofaction?
Reportsmustalsohaveaclearlyidentifiedtargetaudienceandbeformattedtomeettheneedsoftheaudience.Considerwhethertheaudienceprefersdatapresentedinchartsandgraphs,orwhethermoredetailedinformationisneeded.Reportspresentingthecorrectdatainthedesiredformatwilldelivergreatervaluetotheirintendedaudience.
Don’tForgetThePeopleSide
Failuretoproperlymanagethepeoplesideofyourinitiativeswillhaveasignificantimpactonyourabilitytosucceed.Infact,ignoringtheorganisationalchangemanagementaspectisoftencitedastheprimaryreasonforfailedservicemanagementinitiatives.Weareallcreaturesofhabitandwouldpreferthestatusquooverchange,sokeepthefollowinginmindasessentialelementstobeaddressed.
Clear&RelevantObjectives
ThesemustlinkdirectlybacktothevisionestablishedinthefirststageoftheCSIApproach.ObjectivesmustfocusoncustomervalueandbetiedtotheoverallvisionfortheinitiativeandoftheITorganisation.Plantocommunicatethevisionandtheobjectivesearlyandoften.
StrongCommittedLeadership
Sponsorswhowilladvocatefortheinitiativeandmaintainanactivepresencethroughouttheinitiativeareabsolutelyessential;thissendsaclearmessagethattheinitiativeisviewedasimportantbythoseinthehigherlevelsoftheorganisation.Day-to-dayleadershipisanotherimportantelementforsuccess,soidentifythosepeoplewhocanhelptodrivetheimprovementsyouareseeking.
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Willing&PreparedParticipants
Changingoldhabitsishardandnoteveryonewillbereadyandwillingtogetonboard.Resistanceistobeexpected,butcanbecounteredeffectivelywithplanningthatincludesaddressingthefearoftheunknownwitheffectivecommunication,recognitionthateveryonechangesattheirownpace,creatingasenseofurgency,andensuringteamsandindividualsunderstandwhat’sinitforthem.Preparepeopleforthechangebyestablishingclearrolesandresponsibilities,conductingrequiredtrainingusingmethodsthataddressdifferentlearningstyles,deliveringthetrainingattherighttime,andprovidingsupportaspeopletransitionfromtheoldwayofworkingtothenew.
SustainedImprovements
Oncetheimprovementshavebeenimplemented,reinforcementwillbeessentialtoensuretheyaresustainedoverthelongterm.Plantosolicitfeedbackfromthestakeholdersimpactedbytheinitiativeinordertodeterminethemostappropriatereinforcementtechniques.Commonlyusedreinforcementtechniquesoftenincluderewardandrecognitionforthosethatembracethechange;continuedcommunicationregardingthepercentageofstaffthathaveadoptedthechange;andtechniqueslikestorytellingtocontinuesharingthebenefitsoftheimprovements.
Communicate,Communicate,Communicate
InJohnKotter’sbookLeadingChange,hestressestheneedforrepetitioninordertoeffectivelytransferinformationthatwillstickwiththerecipients.Giventhevastamountofcommunicationdeliveredbye-mail,phone,chatmessages,duringmeetings,andpersonalconversationsonaweeklybasis,yourmessagesregardingyourchangeinitiativehavealotofcompetition.Communicationoftheinitiative’svisionandplansisessentialforsuccess,butitmustbedeliveredintherightformatfortherightaudienceattherighttime,anditmustbedeliveredrepeatedly.Puttogetheracommunicationplanthatwillclearlyidentifythedifferentaudiences;whatmessageseachneedstoreceiveandtheirpurpose;whenthemessagesneedtobedelivered,theirfrequencyandbywhom.
Timing&FrequencyMatter
Thetimingofthecommunicationneedstobeappropriateforthetargetaudience,nottoosoonandnottoolate.Thefrequencymayneedtoincreaseasyouneartheimplementationofyourimprovements.
Two-WayCommunication
Whiletheremaybesomemessagesthatcanbeeffectivelycommunicatedusingaone-wayapproach,two-waycommunicationallowsforinteractionbetweenthesenderandtherecipientsandanopportunitytoensureunderstandingbythosereceivingthemessages.Incorporateface-to-faceinteractionduringmeetingsandworkshops,anddecideonfeedbackmechanismsforlesspersonalformsofcommunication.
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DifferentMethods
E-mailistheleasteffectivemeansofcommunicationinusetoday,simplybecauseeveryoneisinundateddaily,sodon’trelyuponitastheonlymethod.Getcreative!Takeadvantageofdifferentmethodsforcommunicatingyourmessages.Youmayfindsomemethodsworkbestforcertainaudienceswhileothersdonot.Engageyourstakeholdergroupstoidentifypreferredcommunicationmethods.Consideryourorganisation’sintranetsiteorcompanynewsletter;createpostersasannouncementsandreminders;puttogetherafunvideothattellsastory;usesocialmediawhenappropriate.Lookforwaysthatwillresonatewiththerecipients,andcreatemessagesthatwilltouchboththeirheartsandtheirminds.Afterall,gettingpeopletoformanemotionalconnectiontothechangeisoneofthebestwaystogetthemonboard.
ActionsSpeakLouderThanWords
Communicationoccursnotonlythroughwordsbutalsothroughdeeds.Leaders,managersandothersinvolvedinthechangemustcontinuallydemonstratetheirsupportthroughtheiractionsandtheirbehaviors.
BringingItAllTogetherAnorganisationseekingtoimplementITILpracticesaspartoftheirservicemanagementjourneywillbewellservedbyconsideringthePractitionerguidanceaspartofitsplanning.RememberthatthefivecorebooksofITILofferbestpracticeguidancefor‘what’youneedtodo,whilethePractitionerbookoffersapathforthe‘how’aspectofyourinitiative.Greatersuccessispossiblewhenyourememberthefollowing:
§ Adoptandadapttheguidancetofityourneeds
§ Incorporatethenineguidingprinciplesinallyoudo
§ FollowtheCSIApproachtomanageyourimprovements
§ Identifyappropriatemetricsandmeasurements
§ Managethepeoplesideofyourinitiatives
§ Communicatetherightinformationattherighttimetotherightpeople
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AboutPinkElephantFrom our distinctive name to our vibrant, colourful logo, Pink Elephant’s extraordinary character is obvious. OuruniqueapproachtoprofessionalservicesandServiceManagementsolutionsisreputedworldwide.InitiallyasmallcompanymanagedandstaffedbystudentsattheUniversityofDelftintheNetherlandsintheirsparetime,PinkElephanthascomealongwaywithalmost30yearsofexistencetodate.Today, Pink Elephant boasts a global presence and a worldwide client base that consistently enjoys first-rate ITManagementserviceswherevertheymaybelocated.Pink’scredentialsstemfromanabundanceofsources,someofwhichincludeourkeyroleinthephenomenalsuccessoftheITIL®framework,withPinkElephantconsultantshavingplayedakeyroleinitsauthorship.Pink Elephant is the world leader in IT management best practices, specialising in helping organisations withtransformationandcontinualserviceimprovementprojectsinthefollowingareas:
§ ITServiceManagement(ITIL/SDI)&ISO/IEC20000§ SoftwareAssetManagement&ISO/IEC19770§ Security&ISO/IEC27001§ COBIT
Pink Elephant exists to optimise IT Services for our clients and, as a professional services organisation,weprovideConsulting,SupportandEducationServicesfororganisationsaroundtheworld.
GlobalFootprint
The image below represents the key Pink Elephant office locations around the globe from which we are able toprovideworldwidecoverage.Inadditiontotheselocationswehaveasmallselectionofpartnerswhichwecallonfor‘locallanguage’deliveries–particularlyinEuropeforlanguagessuchasItalian,FrenchandGerman.
AboutTheAuthor:
BeverlyisbasedinTorontoCanadaandcurrentlydeliversstandardandtailoredconsultingandeducationalservicestoPinkElephantclientstoassistthemintheirITSMprograms,focusingprimarilyontheimplementationandimprovementofprocessesaimedatdeliveringvaluetocustomers.ShecombinesherpassionfortrainingwiththehighestregardforcustomerserviceandrelationshipmanagementwhenengagingwithPinkElephant’sclients.
ITIL®isaregisteredtrademarkofAXELOSLimitedusedunderpermissionofAXELOSLimited.Allrightsreserved.COBIT®isatrademarkofISACA®registeredintheUnitedStatesandothercountries.