The ITSM Review are holding a series of seminars this year headed by ITSM superstar Barclay Rae. We will be starting in March with Transforming User Experience – Enterprise Service Management & Self Service. For more information click here
This podcast was recorded at the end of October 2014.
Organizations that are undertaking an ITSM initiative all too often leave out the centerpiece of success, or merely give lip service to it. Whether your organization is undertaking improvement of a single process, an entire transformational change, or even an ITSM tool replacement, Organizational Change Management (OCM) is that centerpiece to success.
In this article I will lay out some of the most important aspects and actions to consider for an OCM effort in your organization. These high level topic areas will be further expounded up in later articles.
Every project I’ve seen where OCM is a dedicated work stream, with thoughtful attention paid to it, has been extremely successful. Most of the failed projects I’ve encountered have either had no OCM component, or gave it a superficial nod in the beginning of the project, then quickly put such activities on the back burner.
At a high level, communication, training, and marketing are at the core of OCM, but there are other very important activities that should be considered.
Even though you know your organization, interesting details can emerge that can be of benefit to your initiative by completing an organizational assessment. Such assessments can determine your organization’s propensity for change on a detailed level. Also revealed will be the largest barriers that should be addressed through the OCM program.
The assessment will reveal how the people in your organization view the current state, the proposed future state as well as many measures to help you understand where issues could occur.
There is another very important output of the assessment, and that is to understand which changes you should make now, and which changes should wait for subsequent efforts. Change can only happen at a certain pace for a given organization and attempting too much change for the culture and current level of maturity will likely doom an effort to failure, regardless of how much care is put into OCM activities.
The Three Camps
In any change there will be three camps of people, two minority camps and one majority camp. The first minority camp will actively embrace the change and can be used to further the cause in the organization. The second minority camp will very much be against the camp, and some will likely even actively attempt to undermine the change. The majority camp (generally about half the population) will wait and watch to see what camp will win out. Target the majority camp with appropriate communications and marketing. The minority camp against the change is very unlikely to change their minds.
Assess the Change
A detailed assessment of the change should be completed to provide a rich understanding of how the change will affect the organization. Start by listing how the new state differs from current state. Then evaluate the following:
Who will have to be involved who wasn’t before?
Who was involved before and will not be now?
Who is more empowered or less empowered then before?
Which changes make things easier for people?
Which changes will be perceived to make things harder (for example, process or procedure where they didn’t exist before?
For each item listed determine a high, medium or low level of impact. All items on the high list will be called the “Major Shifts”.
Create the Messages
The information provided from “Assess the Change” will be an input into creating the messages. The messages are the communication bullet points to the organization about what is changing, why it is changing and the benefit of the change to the organization. Creating this list of messages will be the basis of several forms of communications in the OCM communication plan. The focus here needs to be on the Major shifts for broad communication, and on a smaller scale addressing the more minor points.
Identify a list of champions that will actively embrace the change and can help with the project, and organizational change itself. The champions should be very interested, involved parties which will clearly fall into the minority camp that embraces the change. From spreading the word in the halls to providing team based versions of broader communications the champions are the voice for supporting the change.
Strongly consider some incentive and reward for your champions for their efforts in helping to sell and realize the change. This will help them stay engaged for longer running projects.
Top Down and Bottom Up
Everyone is aware how important it is to have executive support for ITSM improvement programs, however, organizational change efforts should be targeted to the different audiences. In addition to messages from the executive team defining the vision and providing support for the program (top down) there should also be bottom up efforts. The champions can play a key part in this messaging. As an example, think about doing lunch and learns hosted by the champions, with their peers, addressing what changes will be coming up, and explaining the benefits to them and to the organization.
Communication and Training
The very first piece of a communication and training plan should be a stakeholder analysis. Every level of the organization should be mapped (CIO, VP Level, Director Level, Mid Manager Level, Heavy Process Participant Level, Casual Process Participant Level, Customer Level).
Each of these levels should have specific training and communication plans tailored to them. These plans should include messaging to address the following areas:
The major shifts discussed above
Benefits of the change
What they do not need to do anymore
What they need to do in the future
How they should communicate upward, downward, and to peers
It is most beneficial to structure training to include the OCM messaging, process training, and if applicable, tool training together in a single session. Using this approach allows for the elements to be pulled together so major shifts can be related to process, and process elements can be related to any tool changes.
Good Organizational Change Management relies upon well-crafted messaging that delivers the right information in precisely the right way for the organization. Utilize your organization’s existing marketing and training departments, when available, as they have the needed expertise in these areas to provide the right experience. Consider looking outside for assistance on planning and execution of a complete organizational change program that is directly tied into your ITSM program.
I like to say that ITSM (and any other) initiatives are made up of at most 20% process and 20% tool components. The carbon based units involved represent the remaining 60% of the equation. This should highlight why initiatives with a strong OCM component are so much more successful than those where OCM becomes an afterthought.
Mike DePolis is a seasoned IT leader with a strong focus on business alignment and ITIL V3 Expert certification. As the ITSM Practice Lead at Fruition Partners, Mike has vast experience heading large segments of IT departments, and helping clients improve their operations.
Big ‘ole corporates don’t stick around like they used to. To survive companies must innovate or die. A key part of the innovative process is to be inspired by, mash-up, and build upon previous work.
The Penny Drops
I attended the ServiceNow London forum last year when Frank Slootman urged us to “Lead, Follow, or Get Out of the Way”. For a company whose market valuation and pitch to investors is based on expanding outside IT, the company demonstrated precious little leadership on how a company might actually get there. It was clearly the customers doing the leading.
In the short time since those forums the penny seems to have dropped. Knowledge included a number of initiatives to empower customers and encourage them to borrow (steal) the best ideas from each other and build solutions outside the IT department:
In terms of new features announced at Knowledge14, my personal highlights were the Kanban visual tasks boards and new features to assist Demand Management.
I can see the Demand Management features being a great toolbox and playbook for Business Engagement Managers or those tasked with direct interaction and responsiveness to business requirements. In theory – you could collect all suggestions and develop them right through to delivered services. But also include the reality check of business impact, risk and resource constraints.
Fruition Partners were showcasing the launch of their App Factory with some specialist solutions for the Healthcare market. The ‘Healthcare Management Suite’ is a set of apps built on the ServiceNow platform with Healthcare standards and compliance in mind. More info here.
KPMG stated that they had historically worked with alternative service management software providers but were now a 100% ServiceNow business. To support their growing function the firm announced a ServiceNow centre of excellence in Denver, Colorado.
As an analyst, it’s all too easy to become cynical of events, marketing hype and stock price hysteria in the technology space. With your nose pressed close to the industry effluent pipe, an observer can become jaded from the sheer volume of bilge.
Whilst Knowledge14 had it’s fair share of chest beating and hyperbole, I found the energy and enthusiasm from the event infectious. Cranky Frank the CEO gave us the company perspective and spoon-fed cute lines to journalists, the main man Fred Luddy entertained us and painted a vision of the future – but for me the main event was the attendees.
There was a genuine energy about the place as IT departments were beginning to realize they could perhaps become an enabler again and take a seat at the table of the business. The realization that ITIL and other frameworks are important, but they should be the wiring under the board – not what the customer experiences.
“We have a seat at the table, we are helping the business innovate” ~ Nicole Tate, Metro PCS #Know14
Don’t get me wrong, the streets of San Francisco were not paved with ITSM gold, organizations attending were still facing the same old incident-problem-change daily grind and curve balls as the rest of us – but there is a light at the end of tunnel.
Was it worth it? Yes. I thoroughly enjoyed it and thanks for the ServiceNow team for looking after us at a very well organized event.
As 2013 begins to draw to a close, I thought it would be nice to finish off the year with a final article that’s an overview of what has happened at the ITSM Review over the last 12 months. That’s right, this will be our last post for 2013 because the entire team is heading off to fill their faces with mince pies and sherry. But don’t worry we’ll be back in 2014 with slightly bigger waistlines and lots of exciting plans for 2014 (insight into which you can find at the end of this article).
Ironically I like neither mince pies nor sherry.
Visits and Growth
We have had nearly 230,000 page views this year, an increase of a whopping 210% from 2012!!! A huge thank you to the circa 120,000 of you for coming to read our content.
Visits to our site increased by an astounding 58% between the end of June and end of July alone, and then continued to grow on average by 5.5% every month.
Our Twitter followers increased by 193%.
One thing that I think it’s worth pointing out here as well is that the bulk of our readers are not actually situated in the UK (which is what a lot of people presume given that this is where we are based). In 2013, 17% of our readers were from the UK, but an impressive 30% were actually from the USA. Perhaps we should open a US office?! A large proportion of visitors also came from India, Germany, Australia, Canada, The Netherlands, France and Sweden, as well as plenty of other countries too.
Owing to us attracting more and more visitors year-on-year from outside of the UK and America, we are increasingly being asked to produce region-specific content. We are therefore looking for practitioners, consultants or analysts based in Asia, South America, Africa, and Europe who would be interested in writing about their experiences of ITSM in other countries. If you are interested please get in touch.
Of those articles only number 3 was actually written and published in 2013.
I have to say congratulations specifically to Simon Morris here as well, because his KEDB article was not only the most-read article of the year, but it achieved 37% more hits than the second most popular article of the year! (And that’s not counting the hits it originally got in the year it was published).
Of the articles written and contributed in 2013, the top 3 were:
Is there a specific topic that you would like us to write about? Are there are practical pieces that you would like to see us cover to help you in your day-to-day job? Please let us know.
In 2013, we were pleased to welcome 3 new, regular content contributors to the ITSM Review. These are people who now write for us on a regular basis (roughly once a month), so you can expect to see a lot more great content from them in 2014. They are:
A great big thank-you to all of our regular and ad hoc contributors for helping supply with us with such fantastic content.
If you’re reading this and think you might be interested in contributing content (we welcome content from all, including) please get in touch.
Given that we had over 230,000 pages view this year, I thought that many of you might be interested to see what it was that people were searching for on our site. The top 20 searches of the year were as follows:
Known Error Database
Proactive Problem Management
What is Service Management
Cherwell Software Review
Gartner ITSM Magic Quadrant
ITSM Software Review
Major Incident Management Process
Free ITIL Training
KEDB in ITIL
Are there any search terms that you are surprised to see on there? Or anything that you would have expected to see that isn’t?
Our aim was not only to spread the word about The ITSM Review, but to spend time with delegates to find out what things they are struggling with and how we might be able to help them.
Next year you can expect to see us the PINK conference in Las Vegas, and we hope to announce some other new, exciting partnerships for 2015 in the New Year!
In May we launched the ITSM Review App (Search ‘ITSM’ in the Apple App Store).
Then there is the ITSM Tools Universe, which we launched at the end of November. The Tools Universe hopes to shed light on the emerging ITSM players (as well as the major competitors) and, over time, the changes in the position of the companies involved and moves in market share. Most importantly it is free to participate and unlike any Magic Quadrant or Wave, the ITSM Tools Universe is open to ALL ITSM vendors. 9 vendors are already confirmed.
If you are a Vendor and are interested in learning more the ITSM Tools Universe please contact us.
Additions to the team
As of 1st January 2013 the ITSM Review was still simply just the man you all know and love Martin Thompson (he tried desperately to get me to remove what I just said there… modest and all that jazz).
However, ITSM Review finished 2013 with an additional 3 employees:
In January 2013 Glenn Thompson (you’d be right to suspect that they might be related) joined full-time as the company’s Commercial Director. For some reason there was no official announcement (we’ll blame Martin) so for some of you this might be the first you’ve heard of it! Without Glenn we’d struggle to continue to offer all of our content to readers free of charge, so despite the fact that he’s a Chelsea fan, you’ve got to like him.
In July, for some reason Martin decided it would be a good move to hire some strange blonde lady who liked penguins (that would be me) as the Marketing and Community Manager.
Finally, in October Rebecca Beach joined as a Research Analyst. Famous for being a “gobby midget”, Rebecca will be writing most of our ITSM research and reviews in 2014. Rebecca also spends time (in conjunction with me) making fun of Martin and Glenn on a regular basis (it’s not our fault they make it so easy).
So then there was 4.
If you’re interested in any upcoming job opportunities at the ITSM Review (or ITAM Review), then please let us know. We certainly plan on increasing that number 4 in 2014.
What’s planned for 2014?
Next year we are hoping to broaden our coverage of the ITSM space even further by securing new content contributors; participating in more industry events; launching new products (such as video product reviews, webinars, and case studies); and more.
We’re also looking very seriously at the possibility of running regular ‘social meet ups’ like we recently did with the Christmas get-together.
In addition to the publication of our ITSM Tools Universe in the Spring we will also be continuing our Group Tests, and a full list of topics for the Group Test series will be published early January.
In addition to the above we also have some planned changes in the works for our website. Nothing too major (it will still look like the ITSM Review that you know and love), just some cosmetic updates to make it easier on the eye and increase your ability to easily find what you are looking for.
Watch this space and we’ll keep you updated of our plans throughout 2014!
Is there anything you would like to see us doing in 2014 that we’re not doing currently? Are there any changes that you would like to suggest to the website? Would you be interested in a tooling event or social get-togethers? Are you a Vendor who is interested in our Group Tests? We welcome your feedback, so please get in touch.
2013 is drawing to a close. Our success and growth throughout the year has made everybody here happy bunnies; but most importantly we hope that our content / site / presence this year has made YOU a bunch of happy bunnies. The whole purpose of the ITSM Review is to help ITSM practitioners, and everything we do has that end goal in mind. Even if we only gain an additional 5 readers in 2014, so long as our content aids those 5 people and makes their work lives easier then these bunnies will continue to have smiles on their faces.
So with that image of turning the entire ITSM industry into smiley rabbits, I bid you all a Merry Christmas and a Happy New Year! Thanks for reading throughout 2013; without you… the ITSM Review doesn’t exist.
ITIL (Information Technology Infrastructure Library), a standard framework for managing the lifecycle of IT Services, is sweeping the U.S. Based on a 2011 analysis of 23 ITIL studies, Rob England concluded that the compound annual growth in ITIL adoption was 20%± and that ITIL training attendance increased at a compound annual rate of 30% for the past ten years. Despite this apparent surge of adoption, enterprises continue to struggle with ITIL’s daunting framework.
Recognizing the confusion inherent in ITIL alignment, numerous vendors have created “ITSM assessments” with varying degrees of complexity and debatable value. These assessments draw upon frameworks such as ITIL, CMMI-SVC, Cobit and, occasionally, BiSL or more specific constructs such as KCS and IAITAM. Where does one begin? What is most important? Where will improvement deliver the best payback? How can one ensure that all phases of implementation share a common and scalable foundation?
All assessments follow a pretty basic formula:
Determine and document the current state of ITSM in the organization.
Determine and document the desired state of ITSM in the organization.
Establish a practical path from current to desired state (roadmap).
Simply stated, the objective is to successfully execute the ITSM roadmap, thereby achieving a heightened level of service that meets the needs of the business. But don’t let those vendors through the door just yet because this is where ITSM initiatives go sideways.
Current state, desired state and roadmap mean nothing without first establishing scope and methodology. How comprehensive should the assessment be? Does it need to be repeatable? Which processes and functions should be targeted? Should it be survey-based? Who should participate?
Rather than seeking input from the ever so eager and friendly salespeople, one can follow a simple three-step exercise to determine scope and methodology. These steps, described in the following sections, may save you millions of dollars. I have seen dozens of large enterprises fail to take these steps with an estimated average loss of $1.25M. For smaller enterprises ($500M – $1B in revenue), the waste is closer to about $450,000. The bulk of this amount is the cost of failed projects. In some instances those losses exceeded $10M (usually involving CMDB implementations).
Three Steps to a Meaningful ITSM Assessment
Though these steps are simple, they are by no means easy. For best results, one should solicit the participation of both IT and business stakeholders. If the answer comes easily, keep asking the question because easy answers are almost always wrong. Consider using a professional facilitator, preferably someone with deep, practical knowledge of ITIL and a solid foundation in COBIT and CMMI-SVC.
So, the three steps are really three questions:
Why do you need an ITSM Assessment?
What do you need to know?
How do you gain that knowledge?
Step 1: WHY Do You Need an ITSM Assessment?
IT Service Management aligns the delivery of IT services with the needs of the enterprise. Thus, any examination of ITSM is in the context of the business. If one needs an ITSM assessment, the business must be experiencing pain related to service delivery.
Identify service delivery pain points.
Map each pain point to one or more business services.
Assign a broad business value to the resolution of each pain point (e.g. High, Medium, Low). Divide these values into hard savings (dollars, staff optimization), soft savings (efficiency, effectiveness), and compliance (regulatory, audit, etc.).
Map each pain point to a process or process area.
There should now be a list of processes with associated pain points. How well can the business bear the pain over the next few years? With this preliminary analysis, one should be able to create a prioritized list of processes that require attention.
For now, there is no need to worry about process dependencies. For instance, someone may suggest that a CMDB is required for further improvements to Event Management. Leave those types of issues for the assessment itself.
Step 2: WHAT Do You Need to Know?
Now that the organization understands why an assessment is required (of if an assessment is required), it can identify, at least in broad terms, the information required for such an assessment.
Referring the chart in Figure 2, IT management need only ask four questions to determine the needs of an assessment.
Is ISO/IEC 20000 Certification Required?
If the organization requires ISO/IEC 20000 certification, a Registered Certification Body (four listed in the U.S.) must provide a standardized audit, process improvement recommendations, and certification. For most enterprises, this is a major investment spanning considerable time.
Does Repeated Benchmarking Provide Value?
Does the organization really need a score for each ITIL process? Will the assessment be repeated on a frequent and regular basis? Will these scores affect performance awards? Will the results be prescriptive or actionable and will those prescribed actions significantly benefit the business?
The sales pitch for an ITSM assessment usually includes an ITIL axiom like, “You can’t manage what you don’t measure” (a meme often incorrectly attributed to Deming or Drucker). One must ask if scores are the best measure of a process? To what extent do process maturity scores drive improvements? Not much. Each process has its own set of Critical Success Factors, Key Performance Indicators and metrics. These are far more detailed and effective data points than an assessment score. Ah, but what about the big picture? Again, ITIL and COBIT provide far more effective metrics for governance and improvement on a macro level.
That said, there are some pretty impressive assessments available, some with administrative functions and audience differentiation baked into the interface. However, one should build a business case and measure, through CSFs and KPIs, the value of such assessments to the business.
Do you need an ITSM Strategy and Framework?
Does the organization already have an intelligent strategy for its ITSM framework? Is there a frequently refreshed roadmap for ITSM improvement? For most enterprises, the honest answer to this is no. Numerous Fortune 500 enterprises have implemented and “optimized” processes without strategy, roadmap, or framework. The good news is that they keep consultants like me busy.
To build an ITSM strategy, an organization needs enough information on each process to prioritize those processes as pieces of the overall service workflow.
To gauge the priority of each process, we focus on three factors:
Business value of the process – the extent to which the process enables the business to generate revenue.
Maturity gap between current and desired state – small, medium or large gap (scores not really required).
Order of precedence – is the process a prerequisite for improvement of another process?
To complete the strategic roadmap, one will also need high-level information on ITSM-related tools, integration architecture, service catalog, project schedule, service desk, asset management, discovery, organizational model, business objectives, and perceived pain points.
Are You Targeting Specific Processes?
To some extent, everything up to this point is preparation and planning. When we improve a process, we do that in the context of the lifecycle. This task requires deep and detailed data on process flows, forms, stakeholders, taxonomy, inputs, outputs, KPIs, governance, tools, and pain points.
As this assessment will be the most prescriptive, it will require the most input from stakeholders.
Step 3: HOW Do You Gain that Knowledge?
Finally, the organization identifies the assessment parameters based on the data required. Similar to the previous step, we divide assessments into four types.
ISO/IEC 20000 Certification
The only standardized ITSM assessment is the audit associated with the ISO/IEC 20000 certification (created by itSMF and currently owned and operated by APM Group Ltd.). The journey to ISO 20k is non-trivial. As of this writing, 586 organizations have acquired this certification. The process is basically measure, improve, measure, improve, ………. , measure, certify. Because the purpose of improvement is certification, this is not the best approach to prescriptive process optimization.
Vendor-Supplied ITSM Assessment
The administration, content, and output of ITSM assessments vary wildly between vendors. In most cases, the ITSM assessment generates revenue not from the cost of the assessment but from the services required to deliver the recommended improvements.
Rule #1: “If you don’t know where you’re going, you’ll probably end up somewhere else” (Lawrence J. Peter). Without a strategy and roadmap, assessments will lead you to a place you would rather not be.
Rule #2: The assessment matters far less than the assessor. When seeking guidance on ITSM optimization, one needs wisdom more than data. A skilled assessor understands this workflow in the context of a broader lifecycle and can expand the analysis to identify bottlenecks that are not obvious from an assessment score. An example is Release Management. The Service Desk may complain that release packages are poorly documented and buggy. Is that the fault of the Release Manager or is it a flaw with the upstream processes that generate the Service Design Package?
Rule #3: Scores are only useful as benchmarks and benchmarks are only useful when contextually accurate (e.g. relative performance within a market segment). Despite the appeal of a spider diagram, avoid scored assessments unless compelled for business reasons. Resources are better spent analyzing and implementing.
Rule #4: An assessment without implementation is a knick-knack. Validate the partner’s implementation experience and capability before signing up for any assessments and be prepared to act.
Rule #5: A free assessment is a sales pitch.
Rule #6: A survey-based assessment using a continuous sliding scale of respondent perception is a measure of process, attitude, and mood. So is a two year old child.
Rule #7: In ITSM assessments, simpler is better. Once a vendor decides that the assessment needs to produce a repeatable score, the usefulness of that tool will decline rapidly. If you doubt this, just look under the covers of any assessment tool for the scoring methodology or examine the questions and response choices for adherence to survey best practices.
Strategy and Roadmap Workshops
Enterprise Service Management strategies save money because not having them wastes money. Without guiding principles, clear ownership, executive sponsorship, and a modular, prioritized roadmap, the ITSM journey falters almost immediately. Service Catalogs and CMDBs make a strategy mandatory. For those who lack an actionable Service Strategy and Roadmap, this is the first assessment to consider.
An enterprise needs an experienced ITSM facilitator for strategy workshops. Typically, the assessment team will perform a high-level process assessment, relevant tool analysis, framework architecture integration study, and a handful of half-day workshops where the gathered information is molded into a plan for staged implementation.
Targeted Process Assessments
Organizations know where the pain points are and have a pretty good sense of the underlying factors. The assessor finds this knowledge scattered across SMEs, Service Desk personnel, business line managers, development teams, project office, and many other areas. The assessor’s value is in putting these puzzle pieces together to form a picture of the broader flows and critical bottlenecks. Through the inherited authority of the project sponsor, the assessor dissolves the organizational boundaries that stymy process optimization and, with an understanding of the broader flow, assists in correctly identifying areas where investment would yield the highest return.
For these assessments, look for a consultant who has insightful experience with the targeted process. An assessment of IT Asset Management, a process poorly covered in ITIL (a footnote in the SACM process), requires a different skill set than an assessment of Release and Deployment Management or Event Management.
The output from a Targeted Process Assessment should be specific, actionable, and detailed. Expect more than a list of recommendations. Each recommendation should tie to a gap and have an associated value to the business. Essentially, IT management should be able to construct an initial business case for each recommended improvement without a lot of extra effort.
Organizations are investing tens of millions in ITSM assessments. I have seen stacks of them sitting on the shelves of executives or tucked away in some dark and dusty corner of a cubicle. Whether these assessments were incompetent or comprehensive, as dust collectors, they have zero value.
How prevalent is the lunacy of useless ITSM assessments? From my own experience and from conversations with others in the field, vendors are selling a lot of dust collectors. Nobody wants to be the person who sponsored or managed a high-profile boondoggle.
So the advice is this.
Don’t waste time on scores because there are better ways to sell ITSM to the board than a spider diagram.
Develop and maintain an ITSM Strategy and Roadmap. As Yogi Berra once said, “If you don’t know where you’re going, you’ll wind up somewhere else”.
Assessing and implementing need to be in close proximity to each other.
Get an assessor with wisdom who can facilitate a room full of people.
Finally, follow the three steps before you let the vendors into your office.
The journey may have many waypoints but let’s just make it once.
Liam McGlynn is a Managing Consultant at Fruition Partners, a leading cloud systems integrator for service management and a Preferred Partner of ServiceNow.