itsm and organizational change management must go itsm and organizational change management must go...
TRANSCRIPT
ITSM and
Organizational Change
Management must go
hand in hand
Christian Boeberg
Michael Imhoff
Organizational
Change
Management
(OCM)
2
Agenda
3
• Who we are
• Microsoft and ITSM
• Why is Organizational Change Management
essential in an ITSM context
• ITIL and Organizational Change
Management
• What is Prosci
• Case: How can Prosci be used in an ITSM
context
Who we are:
Christian
4
Christian is a Principal Consultant in Microsofts
Adoption and Change Management Global
Practice and has during the last years helped a
number of Microsoft customers in Denmark and
Europe to successfully do organizational change
management as part of the introduction of new
technology. Christian is ITIL and Prosci Change
Practitioner certified and has a background as
CTO and Assistant IT manager.
Who we are:
Michael
5
Michael works as ITSM consultant in Microsofts
Premier Field Engineer EMEA organization with
a focus on ITSM implementations at Microsofts
customers. Michael teaches ITIL and Microsoft
Operations Framework and he is ITIL Expert
CPD and Prosci Change Practitioner certified.
Michael is member of the board for both itSMF
Denmark and itSMF International.
Microsoft
and ITSM
6
• Microsoft have been involved in ITSM for many years.
• Microsoft Operations Framework is based on ITIL and is
currently at version 4.0. Includes Foundation training and
certification from EXIN.
• MOF is focused on Microsoft technologies.
• Latest development is our ”Cloud Services Foundation
Reference Model”, but we follow the trend of moving away
from frameworks.
• ITSM is often an integrated part of projects and support
activities towards our customers, rarely as stand alone
deliveries.
• Currently very focused on Microsoft Cloud offerings and the
impact on delivery, operations and support in the customers
organization.
• Who does what in the Cloud context.
Modern
Service
Management
7
• Modern Service Management is the evolution of legacy
ITSM, incorporating Agile, DevOps, Cloud Operating
Models and Modern Operations Management capabilities.
Reimagined to leverage technology shifts brought on by Big
Data, Internet of Things, and Cloud with the goal of
delivering impactful technology and services to Service
Consumers. (Right services, right price and right people)
Modern
Service
Management
8
ITSM MSM
DNA
Intermediation:
Enforce / Control /
Prevent failure
Disintermediation:
Enable / Support /
Accept failure
Architecture Enforced Building Blocks / Stacks Suggested Deployment Patterns
Design Stateful/ Design for Success Stateless / Design for Failure
Level of delegation IT Silos Services
Automation Isolated Systematic
Process Efficiency Optimize / Redesign Remove friction / Automate
Support Agreements Fixed Flexible
Service Levels Singular Selectable / Composite
Processes Subsist In documents Through self service and automation
Lifecycle N-1 or > N & N+1
New Service
DevelopmentBuild (pull) Adopt (push)
Improvement Focus Process Service and capabilities
Why is
organizational
change
management
essential in an
ITSM context
9
What is ITSM (from the ITIL glossary):
• The implementation and management of quality
IT services that meet the needs of the business.
• IT service management is performed by IT
service providers through an appropriate mix of
people, process and information technology
• A set of specialized organizational capabilities
for providing value to customers in the form of
services.
Why is
organizational
change
management
essential in an
ITSM context
10
• We just might have had too much
focus on technology and processes in
the past, but neither will work without
people
• ITSM quite often changes roles,
responsibilities and the way we work.
And people are by nature reluctant to
change
Why is
organizational
change
management
essential in an
ITSM context
11
• Most of us have seen that ITSM has
been developed by “experts” sitting
in their ivory tower (does SMO ring
a bell)
• The result is quite often that
processes are not followed and even
not known and if known ”a
document on the shelf”
Why is
organizational
change
management
essential in an
ITSM context
12
• So if you want to succeed with ITSM
you must include OCM from the very
beginning (just like most other
projects)
• Remember that only you can do OCM
(be the change agents). It must be
done within your organization. External
people can only guide, not do.
Why is
organizational
change
management
essential in an
ITSM context
13
Organizations don’t change……unless the people within organizations change
Change doesn’t just happen……without a structured Change Management approach for the people side
of change
Employees resist change……because of lack of awareness, concerns about job loss, effect on their
current role, or the organization’s past performance with change
People are different……so to improve adoption, you must contextualize change for different
work styles and roles
ITIL and
organizational
change
management
14
• ITIL has made references to OCM for a long time
e.g. in in ITIL V2 “Planning to Implement Service
Management” (the green book) section 5.3
“Managing Organisational Change” referencing
Kotter's “Eight steps to transforming your
organisation”.
• Repeated in the ITIL V3 PISM publication in
section 2.1.3
• Kotter has been considered old school for some
time
ITIL and
organizational
change
management
15
• The latest ITIL Practitioner
publication mentions other
methodologies for OCM including
Prosci, AIM and PCI in section 6 and
7.4.15
• Follow up via blog by Karen Ferris
”Why Organizational Change
Management is important for ITSM”
ITIL and
organizational
change
management
16
• When is your ITSM project a
success?
• When your organization
(=people) has adopted the new
or changed roles, responsibilities
and ways of working
ITIL and
organizational
change
management
17
WII
Who is Prosci
- Microsofts
preferred
partner
18
• World leader in Change
Management research and product
development
• Proven behavior-change
methodology across individual
change, project-level change, and
organizational changeProfessional
+
Sciens
=
Prosci
Who is Prosci
- Microsofts
preferred
partner
19
What is
Prosci ADKAR
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• Awareness = I know why
• Desire = I want to change
• Knowledge = I know how to change
• Ability = I can change
• Reinforcement = I’ll continue
How does
ADKAR map
into a business
context?
21
Case: How can
ADKAR be
used in an
ITSM context -
Purpose
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Multi sourced environment
• Moving 7.200 users to the Cloud using
Office 365 Exchange Online, Skype for
Business, OneDrive and Office Pro Plus.
• Using current service provider to do the
implementation and migrating from current
hosted environment
• Microsoft present in an advisory capacity
Case: How can
ADKAR be
used in an
ITSM context -
Tracks
23
• Several technical tracks
• An ”Adoption and Change
Management” track with an OCM
focus
• An ”Operational Readiness” track
with an ITSM focus
Case: How can
Prosci be used
in an ITSM
context – ITSM
Track
24
Focus on operational readiness for both the customer and
their service provider including:
• Support model – High Level
• Organizational Relationship diagram
• Governance – layers and boards
• Mapping Service Level Objectives between stakeholders
• Process RACI
• Changed and new processes
• Establishment of hyper care organization
• Training of 1st, 2nd and 3rd line support staff
• Major incident communication plan
Case: How can
Prosci be used
in an ITSM
context – ITSM
Track
25
Organizational challenges
• What would be the future role of the
(primary) service provider Who
would be accountable for SIAM
• What would the future role be for the
in-house IT resources
• Who is doing what and how do we
interface
Case: How can
Prosci be used
in an ITSM
context – ITSM
Track
26
Process challenges
• Which impact would the usage of cloud
services and the concept of ”evergreen”
have on the processes knowing that
changes can’t be deferred
• Although you can argue that Cloud
computing is just another sourcing option it is
fundamental different
• Cloud is a COTS service – take it or leave it
Case: How can
Prosci be used
in an ITSM
context – ITSM
Track
27
What we ended up doing
• Some processes tweaked on the work instruction
level, mainly at the service provider
• The customer didn’t have a change process and change
manager (change management was done by the service
provider(s) – A change process and roles was established
and assigned
• License Management now includes the responsibilities of
the ”billing administrator” role
• Support staff was trained – select resources at first and
then side by side
Case: How can
Prosci be used
in an ITSM
context – ITSM
Track
28
What we ended up doing
• Service Management and User Management tools were
adjusted to accommodate for the Cloud i.e. more
automation
• Hyper care process established with a mix of operations
and project people from all stakeholders
• Daily stand-up meetings done
• Reporting requirements established in cooperation with
the customers Business Relationship Managers
• Communicate the Why and the WIIFM
Case: Lessons
confirmed
29
• Include OCM from the very beginning of any project
• Start by identifying the Why(s) that will give you the
WIIFM(s)
• Include ITSM and your operational people from the very
beginning of any IT project
• Don’t forget to do OCM for your IT staff, don’t just get
the customers and users on board
• Both OCM and ITSM are enablers of acceptance and
usage
• OCM doesn’t stop when the project stops, it just
changes
30
Prosci
publications
worth
reading
31
• Best Practices in Change Management
2016 — 9th Edition. ISBN: 978-1-
930885-64-4
• Change Management: The People Side
of Change. ISBN 978-1-930885-61-5
• ADKAR: a model for change in
business, government and our
community. ISBN 978-1-930885-50-9
© 2016 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or
other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must
respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided
after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION
Questions?
© 2016 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or
other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must
respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided
after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION
Contact
Michael Imhoff Nielsen
Senior ITSM Consultant
+45 5157 8372
www.microsoft.com/microsoftservices
© 2016 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or
other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must
respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided
after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION
Contact
Christian Boeberg
Principal ACM Consultant
+45 2080 2721
www.microsoft.com/microsoftservices