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© Copyright 2/17/2015 BMC Software, Inc1
Don’t be shy!
Promote Solution Success
Best Practices to showcase your efforts and promote the business value of your IT projects.
© Copyright 2/17/2015 BMC Software, Inc2
Andy Miller
CISA, CISM, CISSP, CGEIT
ITIL V3 ExpertSr. Solution Architect
Have your own Ticker Tape Parade – Promote Solution Success
© Copyright 2/17/2015 BMC Software, Inc3
The Golden CircleFrom: Simon Sinek – Start With Why
We naturally communicate from the outside-in.
The problem is that WHAT and HOW do not inspire action.
Starting with Why is what leaders do.
© Copyright 2/17/2015 BMC Software, Inc4
Operational Change Management FrameworkStages and Steps
Stage 1Identify the
business outcomes your
organization must support
Stage 3
Define your target state & establish a
driving team
Stage 2
Impact and Risk Analysis
Stage 4
Communicate and execute the
change
Stage 5
Manage , reward, and publicize, achievement
1. Clarify the need for change
2. Align specific business and IT goals
3. Assess current state capabilities and gaps
4. Identify objective criteria for measurement of progress & success
1. Establish a central Service Management Office
2. Align the SMO with Operational Governance
3. Adopt a Program framework to manage the overall change and adoption
4. Map IT process roles & responsibilities, to your operation
5. Establish your Training Map Required for BSM Enablement
1. Assess in-flight projects, timescales, and impacts
2. Roadmap and phase the changes into discrete tracks
3. Assess business processes and define dependencies
4. Identify key skill Gaps
5. Obtain buy-in from salient stakeholders
6. Create and validate your transition plan with stakeholders
1. Communicate the vision, outcomes and set clear time expectations
2. Build a network of change champions to gain momentum
3. Educate and enable your management and staff
4. Stand-up new roles & functions as part of an extended program team
5. Execute program operations
1. Manage continued stakeholder support
2. Monitor solution deployment and capability usage
3. Coach and mentor staff
4. Publicize business outcomes and reward performance
5. Revisit your model & goals
© Copyright 2/17/2015 BMC Software, Inc5
Strapline
Objectives
Strategy
Mapping Strategy to Capabilities
Define & Govern Agile Architecture
Deliver Easyto Use Solutions
Provide Reliable & Efficient IT Assets
Accelerate Business Insights
Connect People, Partners & Business
Automate, Integrate & Optimize Business Operations
How IT enables Strategy
The Role That Information and Information Technology Will Play in Creating Superior Value for the Business
SolutionCapabilities
Vision Service Delivery and Value Through Information Technology
ValuePath
IT Supplier and Asset Lifecycle Management
Service Provisioning and Configuration
Governance and Controls Management
• Manage and Optimize IT Assets• Request and Deploy IT Assets• Standardize and Maintain IT
Asset Configuration
•Application Diagnostics and Analytics•Application Release Management•Configuration and Control•Self Service Automation
• Audit and Report Compliance• Define and Document Controls• Test and Remediate Gaps
Solutions to meet Operational Objectives
BSM Capabilities to achieve value
Stage 3
Define your target state & establish a
driving team
Stage 1
Clarify need for change and align business/IT goals
© Copyright 2/17/2015 BMC Software, Inc6
Marketing & Communications Plan Framework
Co
mm
un
icat
ion
s Fr
amew
ork • Define the Marketing face of the
program
• Define types & methods of communications
• Define the Communications Activities
• Principles
• Frequencies
• Responsibilities
• Measurements
• Communication Plan
Stage 3
Establish Marketing and Communication
Framework
Objective: A framework that can be applied at each stage of Project
© Copyright 2/17/2015 BMC Software, Inc7
Communications Plan Project Objectives
• Why are we changing?
• What will happen if we don’t?
• What proof do we have?
Key Elements of Need
• How will the change affect customers?
• What will be different in the future?
• What will be possible then that is not possible now?
Key Elements of Vision
Defines the ‘Need’ and ‘Vision’ that will be used consistently by the whole team to clearly articulate the compelling business need for change.
Stage 4
Communicate and execute the
change
© Copyright 2/17/2015 BMC Software, Inc8
Communications ManagementThings to avoid
• Messages without a directed purpose• Messages that are unclear, incomplete, difficult to understand• Messages sent over an inappropriate medium• Messages sent too early / too late / too frequently• Messages with no provision for feedback• Messages delivered that lack the human element
1. Messages are received but ignored
2. Messages are misunderstood
Top Pitfalls
Underlying Reasons
~ 50%
~ 30%
Stage 4
Communicate and execute the
change
© Copyright 2/17/2015 BMC Software, Inc9
Communications ManagementPlanning
Communication Channels & Media :
Target delivery based on the audience and the message type
People remember:
10 percent of what they read
20 percent of what they hear
30 percent of what they see
50 percent of what they see and hear
80 percent of what they say
90 percent of what they say and do
Stage 4
Communicate and execute the
change
© Copyright 2/17/2015 BMC Software, Inc10
Communications ManagementPlanning
Audiences:
Target by interest and delivery preference
• Type of message
• Content of message
• Frequency of communication
• Delivery mechanism
Stage 4
Communicate and execute the
change
© Copyright 2/17/2015 BMC Software, Inc11
Communications ManagementPlanning
Project Branding:
Must be recognizable and contain distinct messages
• Recipient immediately knows it is from project team
• Consistent message theme
• Strap line for subliminal messaging
Examples: • “Just Do It”• “Don’t leave home without it”• “Driving IT Forward”
Stage 4
Communicate and execute the
change
© Copyright 2/17/2015 BMC Software, Inc14
Additional Awareness & Alignment
Quick Start Contents
1 BRANDED E-MAIL SIGNATURE FILE
11 E-MAIL
MESSAGES
3 AWARENESS PRESENTATIONS
© Copyright 2/17/2015 BMC Software, Inc15
ITSM Rollout• ‘Elevator Speech’ Card
152/17/2015
The Scoop:
To improve IT Service performance, we are
Implementing BMC Remedy ITSM.
Go Live is
What is ITSM?
BMC Remedy IT Service Management (ITSM) is the leading solution for improving IT service performance and
ensuring IT is aligned with business needs. It’s an integrated software solution that allows us to manage
Incidents, Problems, Change Requests and Assets in a unified way.
Go Live Date
Enter Date
Who is Affected?
IT Administrators who will
administer the ITSM
Applications
IT Managers and Staff who work
with Incidents, Problems,
Change Requests and Asset
Records
End Users who submit service
requests
What Are the Key Benefits?
A single interface for
completing our most important
Service Support activities
We can quickly create, update,
and relate Incidents, Change
Requests, and Asset Records
Real-time metrics on our
Service Support health and back
log
What Will be Different?
Insert information about the
way that end users previously
reported incidents vs. the way
they will do it now, either
through SRM or the Requestor
Console.
Include any other key changes
in your environment.
© Copyright 2/17/2015 BMC Software, Inc16
Awareness Campaign Implementation CalendarStage 4
Communicate and execute the
change
© Copyright 2/17/2015 BMC Software, Inc17
Communications ManagementPublicizing Achievement
Group Objectives & Responses:
Define what we want to say to each group
• Consent
• Support
• Action
Post Go-Live will drive different responses:
• Active support / driving us
• Passively Supportive
• Blocking / Denial
Tailor communication
plans based upon
outcome and stakeholder
relevance.
Stage 5
Manage , reward, and publicize, achievement
© Copyright 2/17/2015 BMC Software, Inc18
Communications Management
Publicize Achievement
Communications Message:
Structure the message on the delivered results:
• Incentive
• Positive impact
• Expectations for the recipient
• Concise content
• Continues the story
• Set up for next communication
Stage 5
Manage , reward, and publicize, achievement
© Copyright 2/17/2015 BMC Software, Inc19
Example Communication DashboardValue Metrics & Savings
Stage 5
Manage , reward, and publicize, achievement
© Copyright 2/17/2015 BMC Software, Inc20
Example Communication DashboardRealized, In-Progress, Potential
Team NameRealised £/yr (k)
In Progress £/yr (k)
Potential £/yr (k)
Total £/yr (k)
UI 163,200 1,527,000 2,452,480 4,142,680
Middleware 14,500 381,600 521,000 917,100
ETSM 3,000 235,000 112,000 350,000
Data Platforms 28,800 122,200 658,632 809,632
ARM (TES) 646,704 1,508,976 0 2,155,680
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000
4,500,000
Potential£/yr (k)
In Progress £/yr (k)
Realised£/yr (k)
Stage 5
Manage , reward, and publicize, achievement
© Copyright 2/17/2015 BMC Software, Inc21
Lessons Learned …
1. Assess your results and value
2. Behaviors start at the top
3. Perfect is the enemy of good
4. Communicate, communicate, communicate
5. Strong leadership involvement makes all the difference
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