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AGM 2011 presentation
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11
Lessons Learned
-- ITIL Implementation
2
―The only true source of knowledge is
experience.‖
Albert Einstein
3
Importance of IT to the Delivery of the
Business Strategy and Vision
Global Status Report
on the Governance of
Enterprise It (GEIT)—2011
4
Contribution of IT to the Business
5
External Frameworks and Standards Used
as Basis for GEIT Approach
6
What ITIL Represents
• A de facto standard approach for IT Service Management
• IT delivering quality services that meet the needs of the organization
• IT services enable business processes that, in turn, enable the business to meet goals
• A shift from a technology focus to service and quality
7
ITIL v3 Service Lifecycle
ITIL = Constant Change
8
It Is Organizational Change
• The adoption of ITIL does require organizational change.
• Change follows a relatively predictable course of events.
9
The Change Curve
• Shock is felt initially when the need for change is
announced together with a dip in confidence due to the
need for personal change
• Denial is when people try to rationalise that the change
will not really happen or have an effect on them
• Awareness and self-doubt is when recognition occurs
and there is a further dip in confidence due to its
potential impact
• Acceptance that the change will happen is when people
start to let go of the past and look forward
10
The Change Curve
• Testing is to do with identifying and testing new
behaviours, perhaps as a result of training. Confidence
starts to increase again.
• Search for meaning - people assimilate learning from
their successes and failures, and understand what works
and what does not.
• Internalisation is when the new behaviours become the
new norm in everyday working.
11
12
―To truly achieve the goals of ITIL and IT Service
Management requires not just the implementation
of processes but a catalytic cultural change‖
13
What will Change?
• New roles: Process owners, change advisory
board
• Moving from hierarchy to matrix
• Standardization
• Managing to metrics
• New steps, new accountabilities
• New tools
14
What will Change?
• Organization will become more of a matrix and less
hierarchical
• Process teams that come from all across the organization
• Process owners and functional owners may compete for
authority and power
• If you‘ve already introduced project management
discipline in your organization, you may have an easier
time
15
Reasons for Failure of Organizational Change
Initiatives
• Difficulty changing the culture of the
organization
• Lack of staff commitment and understanding
• Lack of education, communication and
training
• Responsibility without sufficient authority
• Lack of effective ‗Champions‘
• Loss of momentum after opening hype
• Lack of funding Source – Pink Elephant (mostly)
16
Reasons for Failure of Organizational Change
Initiatives
• Lack of quantifiable long term benefits (ROI)
• Lack of organizational learning (lessons
learned)
• Satisfaction with status quo
• Trying to do everything at once – over ambitious
• No accountability; lack of clear ownership
• Tools unable to support processes
• People not skilled enough to support processes
• No structured Project ManagementSource – Pink Elephant (mostly)
1717
Recommendation
18
Do Start With
• Senior Management Support – ―Tone from the
top‖
• A process improvement mindset
• SET OBJECTIVES
• Empowered transition team
• Dedicated ITIL Manager
• Training and Communication
• Baseline and Benchmarks
• Use project management
19
Awareness and Training
• Awareness is to foster understanding of the need and to serve as a reminder
• Training is a formal process meant to help people acquire skills
– Foundation
– Intermediate
– Advance
– Have a plan
20
Tell me how you will measure me
and I will tell you how I will behave.
-- Eliyahu Goldratt
Monitoring and Measurements
21
Do NOT Start
• Do not start by purchasing a tool – define
processes and requirements first
• Do not start with Configuration
Management without having effective
Change Management
• Do not start with processes that are
impossibly complex
22
Check List
• Are procedures in place?
• Are your processes continuously being
optimized for efficiency, and are metrics in
place to prove it?
• Are your ownership and communication
responsibilities clearly defined?
• Are Service Level Agreement (SLA)
metrics in place?
23
―I have made this letter longer than usual because I
lack the time to make it shorter‖
Blaise Pascal
24