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© Service Management Art Inc., 2006
ITIL andManagement Commitment
Be Prepared
Peter LijnsePresident
© Service Management Art Inc., 2006
Agenda
• What is Commitment?• ITIL Implementation Activities• Commitment to Change• Tools for change• ITIL and earning commitment
© Service Management Art Inc., 2006
What is commitment?
© Service Management Art Inc., 2006
Definition of Commitment
Merriam - Webster Dictionary• an act of committing to a charge or trust:
– consignment to a penal or mental institution– an act of referring a matter to a legislative committee
• an agreement or pledge to do something in thefuture;– especially : an engagement to assume a financial
obligation at a future date– something pledged– the state or an instance of being obligated or
emotionally impelled <a commitment to a cause>
© Service Management Art Inc., 2006
Commitment is necessary
Individual commitment to a group effort -- that iswhat makes a team work, a company work, asociety work, a civilization work.
Vince Lombardi
© Service Management Art Inc., 2006
Toyota and American CarManufacturers
Why has it taken America’s automobile manufacturers so long to narrow theirefficiency gap with Toyota?
In large part, because it took Detroit more than 20 years to ferret out theradical management principle at the heart of Toyota’s capacity for relentlessimprovement.
The result: Year after year, Toyota has been able to get more out of itspeople than its competitors have been able to get out of theirs.
… it was only after American carmakers had exhausted every otherexplanation for Toyota’s success—an undervalued yen, a docile workforce,Japanese culture, superior automation—that they were finally able to admitthat Toyota’s real advantage was …
Gary Hamel, Harvard Business Review, Feb 2006:
…its ability to harness the intellect of “ordinary” employees
© Service Management Art Inc., 2006
ITIL Implementation Activities
© Service Management Art Inc., 2006
Implementation Activities
Assess Design Develop Implement Review
Assess thecurrent
efficiency andeffectiveness
of the process,people,
products andpartners
Design of thehigh level
process guide.Selection ofProducts,
People andPartners
Developmentof procedures,
workinstructions
and supportingdocumentation
ImplementingProcess and
EnablingtechnologyTraining of
Staff
Review theefficiency andeffectivenessof the people,
process,products and
partners
Communication and Education/Training Strategy
© Service Management Art Inc., 2006
Implementation Steps
Assess Design Develop Implement Review
• Assess the current processes, people andtechnology
• Recommend areas for improvement
Timeframe: 2 to 4 weeks
© Service Management Art Inc., 2006
Implementation Steps
Assess Design Develop Implement Review
•Design process•High Level Process Guide
•Executive Summary•Goal of Process•Activities (including inputs and outputs)•Roles and responsibilities•RACI Matrix•Quality Metrics•Audit Criteria
•Formal Sign-off
Technology Selection
People Selection
Partner Selection
Timeframe: 4 to 10 weeks
© Service Management Art Inc., 2006
Implementation Steps
Assess Design Develop Implement Review
•Develop Procedures and work instructions•Detailed Support documentation
•Category Tables•Priority Tables•Impact assessment charts•Definition of service•Reporting procedures and scorecards•Escalation procedures•Risk assessment procedures and tables•CAB structures•Release implementation templates•SLA templates•Change, Configuration and Release Plan•Process scoping documents•Date models for databases (CMDB, CDB, etc.)•Tool data input criteria•RFC form•Etc.
TechnologyDevelopment
People Development
PartnerUnderpinning
Contracts
Timeframe: 4 to 20 weeks
© Service Management Art Inc., 2006
Implementation Steps
Assess Design Develop Implement Review
•Training Development•Training of Staff on:
•Process activities•Roles and responsibilities•Enabling technology
•Scenario Based Training
Go LiveActivities
Timeframe: 2 to 6 weeks
© Service Management Art Inc., 2006
Implementation Steps
Assess Design Develop Implement Review
•Review effectiveness and efficiency•Process•Technology•People•Partners
•Customer Satisfaction
ImprovementPlan
Timeframe: 2 to 6 weeks
© Service Management Art Inc., 2006
The Stages of Commitment
© Service Management Art Inc., 2006
The stages of Change Commitment
Commitment Phase
Acceptance Phase
Preparation Phase
Institutionalization
Internalization
TIME
Deg
ree
ofS
upp
ort
for
the
chan
ge
Contact
Unawareness
Awareness
Confusion
Understanding
NegativePerception
Positive Perception
Decision notTo implement
Installation
Aborted afterInitialImplementation
Adoption
Aborted afterExtensiveImplementation
* Based on Daryl Conner, Managing at the speed of change
© Service Management Art Inc., 2006
Negative Response to Change
Immobilization
Denial
Anger
Bargaining
Depression
Testing
Acceptance
TIME
EM
OT
ION
AL
RE
SP
ON
SE
Pas
sive
Act
ive
Stability
* Based on Daryl Conner, Managing at the speed of change
© Service Management Art Inc., 2006
Positive Response to Change
TIME
PE
SS
IMIS
M
Uninformed Optimism
Informed Pessimism
Hopeful Realism
Informed Optimism
Completion
CHECKING OUT
Public
Private
* Based on Daryl Conner, Managing at the speed of change
© Service Management Art Inc., 2006
Activities + Commitment Stages
Assess Design Develop Implement Review
Preparation Acceptance Commitment
Preparation Acceptance Commitment
Preparation Acceptance
© Service Management Art Inc., 2006
Tools of Cooperation
© Service Management Art Inc., 2006
The Agreement Matrix
Disparate InterestIn improvement
Extent to which people agree on cause and effect
Exte
ntto
whic
hpeople
agre
eon
wh
at
the
yw
an
t
No consensus Broad consensus
Bro
ad
conse
nsu
s
Based on Christensen, Marx and Stevenson – Harvard Business Review, Oct 2006
No
conse
nsu
s
Result oriented“just do it”
“Automatic”Group Thinking
Understand the causeand effect ofimprovements
© Service Management Art Inc., 2006
The Four Types of Cooperation Tools
PowerTools
LeadershipTools
ManagementTools
CultureTools
Extent to which people agree on cause and effect
Exte
ntto
whic
hpeople
agre
eon
wh
at
the
yw
an
t
No consensus Broad consensus
Bro
ad
conse
nsu
s
Based on Christensen, Marx and Stevenson – Harvard Business Review, Oct 2006
• Charisma
• Salesmanship
• Role Modeling• Tradition
• Rituals
• Folklore
• Vision
• Democracy
• Religion
• Strategic Planning
• Apprenticeship
• FinancialIncentives
• Hiring andPromotion
• ControlSystems
• Transfer Pricing• Measurement
Systems
• StandardOperatingProcedures
• Training
• Negotiation
• Fiat
• Coercion• Threats
• Role Definition
No
conse
nsu
s
© Service Management Art Inc., 2006
The Tools of Cooperation and Change
One of the rarest managerial skills is the abilityto understand which tools will work in a givensituation – and not to waste energy or riskcredibility using tools that won’t.
Christensen, Marx and Stevenson – Harvard BusinessReview, Oct 2006
© Service Management Art Inc., 2006
ITIL and Earning Commitment
© Service Management Art Inc., 2006
Implementing ITIL
• Disparate vision or broad consensus?– Uninformed optimism, Unaware
• Disagree with the cause and effect– technology, time spent, leadership/accountability
• Tools:– Strategic Visioning– Mobilization workshops– Roles and definition– Negotiation– Inflicting pain?
PowerTools
LeadershipTools
ManagementTools
CultureTools
© Service Management Art Inc., 2006
Implementing ConfigurationManagement
• Disparate vision or broad consensus?• Disagree with the cause and effect
– technology, time spent, outcomes
• Tools:– Vision, sales?– Forcing to use it?– Management/operational procedures?– Training?– Apprenticeship?
PowerTools
LeadershipTools
ManagementTools
CultureTools
© Service Management Art Inc., 2006
Implementing Change Management
• Difference in vision between ApplicationDevelopment and Operations
• Disagree with the cause and effect– Restricting, link with PMO
• Tools:– Vision– Management/operational procedures?– Religion– Incentives?– Training?– Apprenticeship? Power
Tools
LeadershipTools
ManagementTools
CultureTools
© Service Management Art Inc., 2006
Other Techniques
• Documentation Strategy• Formal sign-off• Communication Strategy• Return on investment• Apprenticeship / coaching• Visioning
© Service Management Art Inc., 2006
Just another thought
Work on what’s important, not just what’sinteresting – there’s an infinite supply of both.
Frank Guarnieri, Locus Pharmaceuticals
© Service Management Art Inc., 2006
Thank You!
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