In part one of this topic we discussed the “dynamic” needs
of business and also discussed how we the service provider must be “agile” to
meet those dynamic needs. Understanding
of course that none of that can be done without the support of “processes and technology” and the best practices that enable them.
In part two of “Agile_ITSM – Ingredients for
Success” I would like to discuss the most important
ingredient for the success of all service providers: people.
People
People with their skills, their diversity, their
productivity and innovation are at the heart of agility and speed to deliver
quality in a world where business needs and demand are dynamic.
Empowerment! Trust
the intentions of your people. We have
to be careful not to hobble the productivity with micro management of staff
members and their effort. When
considering trust, it is not just a matter of whether a single member of the
team or workgroup is trustworthy but do you trust that the team will fulfill
the mission? Will it be ok if they do
not do that in the way that you would? Do you trust it enough to get hands off
and let it run? There will always be
check-in points and deadlines but sometimes it is
difficult in a culture where management has been all about control. Agile encourages self-organizing teams. Let the team govern themselves with guidance
and leadership and most importantly support from management and then they will
truly be empowered. Guide, coach,
encourage and lead the group. Empower
with clear direction to the individual but also empower the team or workgroup
to work as a single entity able to ebb and flow with the changing tide. Being rigid will not help us to deliver with
quality and speed when the business requirements and demand are dynamic.
Shifting the Culture
– It’s all about the “People”. When
it comes to provisioning a service and Agile_ITSM we are really talking about a
cultural shift. Many of us have been or are still caught in the internal or external silos that manage the design, transition and/or operation of our services. Those silos often end up in a lot of
finger pointing with crossing T’s and dotting I’s for the sake of saying “I did
my job”. How much time, money and
resources are wasted collecting data, documenting tasks, and reporting on “It’s
not my fault”? We know
this is counterproductive. In the same
way that we want our departments to function with clearly defined roles, common goals and outputs, we also want our processes,
technology and workgroups that form to focus on business value. We cannot continue to silo departments,
processes, and technology and expect to be agilet.
I particularly like this quote
from a recent Scrum Alliance webinar where Bob Hartman stated “SCRUM
is
a framework for completing work that recognizes and embraces the realities of
life and the value of people."
Process cannot be executed without people. Projects cannot be completed without people. “People” are our single most important and not-so-secret ingredient. If
empowered, it will be the “people” that make it work!
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