Skip to main content

Shift Happens: How?

Demand is increasing.  Dynamic or changing business requirements are a norm.  Business and customers must have quality services provisioned fast.  Ok … we get that.  Now let’s think about the service provider and what their condition or state is.  Some service providers are stuck in an organizational structure and management style that propagates an isolated us vs. them type of culture.  Others have legacy overburdened outdated systems.  Disparate and replicated tools between networking, storage and other functional teams including service desks generally create more havoc than business value.  Many efforts including data center transformation, new sourcing models, cloud computing and more have helped to some extent.  Even after these very costly initiatives many service providers experience a resistance to change and find they are working within a very rigid environment.

Rigid structures, rigid process or rigid anything will not enable a service provider for success.  Some organizations are so rigid that they can not bend and they can not be forced out of shape.  How then will we ever be able to meet the dynamic increase in performance that is required to provision services?  We can change tools, change process and can even change strategy. Service providers could try one methodology after another but if we do not change the culture required, performance could be impossible.  A cultural shift towards change, flexibility and adaptability is required.  You can not change people.  You can create an environment that triggers change in how people behave.   That behavior results in a cultural shift.

High performing IT service providers have crossed the cultural divide and made that shift happen.  Is a cultural shift needed in your organization?  Just knowing this and just wanting this to happen is not enough. One approach for “how” to make that happen is for service providers to understand that providers can’t just talk the talk when it comes to Organizational Change Management (OCM).  For those organizations who are trying to achieve agility and achieve continuous delivery, continuous deployment of service, OCM could be the difference between success and failure.
Successful OCM strategies include:
  • Agreement on a common vision for change - no competing initiatives.
  • Strong executive leadership to communicate the vision and sell the business case for change.
  • A strategy for educating employees about how their day-to-day work will change.
  • A concrete plan for how to measure whether or not the change is a success - and follow-up plans for both successful and unsuccessful results.
  • Rewards, both monetary and social, that encourage individuals and groups to take ownership for their new roles and responsibilities.
For information training and certification for DevOps and Agile, or workshops relating to Organizational Change Management go to www.itsmacademy.com

Comments

Popular posts from this blog

What is the difference between Process Owner, Process Manager and Process Practitioner?

I was recently asked to clarify the roles of the Process Owner, Process Manager and Process Practitioner and wanted to share this with you.

Roles and Responsibilities:
Process Owner – this individual is “Accountable” for the process. They are the goto person and represent this process across the entire organization. They will ensure that the process is clearly defined, designed and documented. They will ensure that the process has a set of Policies for governance.Example: The process owner for Incident management will ensure that all of the activities to Identify, Record, Categorize, Investigate, … all the way to closing the incident are defined and documented with clearly defined roles, responsibilities, handoffs, and deliverables. An example of a policy in could be… “All Incidents must be logged”. Policies are rules that govern the process. Process Owner ensures that all Process activities, (what to do), Procedures (details on how to perform the activity) and the policies (r…

How Does ITIL Help in the Management of the SDLC?

I was recently asked how ITIL helps in the management of the SDLC (Software Development Lifecycle).  Simply put... SDLC is a Lifecycle approach to produce the software or the "product".  ITIL is a Lifecycle approach that focuses on the "service".
I’ll start by reviewing both SDLC and ITIL Lifecycles and then summarize:
SDLC  -  The intent of an SDLC process is to help produce a product that is cost-efficient, effective and of high quality. Once an application is created, the SDLC maps the proper deployment of the software into the live environment. The SDLC methodology usually contains the following stages: Analysis (requirements and design), construction, testing, release and maintenance.  The focus here is on the Software.  Most organizations will use an Agile or Waterfall approach to implement the software through the Software Development Lifecycle.
ITIL  -  is a best practice for IT service management (ITSM) that focuses on aligning IT services with the needs …

Incidents when a Defect is Involved

Question: We currently track defects in a separate system than our ticket management system. With that said, my question is does anyone have suggestions and/or best practices on how to handle incidents when a defect is involved? Should the incident be closed since the defect is being worked on in another defect tracking system if it is noted in the incident ticket? I am considering creating an incident statuses of 'closed-unresolved' so the incident can still be reported on in our ticket management system but know it is being worked on/tracked in the defect system. With defects, it is possible that we may never work on them because they are very low priority and the impact is low to the user. However, in some cases a defect is being worked on. Should we create a problem ticket instead?
Thanks, René W.

Answer: RenĂ©. In ITIL, the activity you are describing is handled by the Problem Management process. ITIL does not use the term “defect” but it does use the term “known error” to…