Value of ITIL Training in an ITSM Program

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Melissa Fisher
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1 itsmf Upper Canada Region 2007 Regional Conference Value of ITIL Training in an ITSM Program Abbey Wiltse ITpreneurs

2 Presentation overview Why train at all? Why ITSM and if it s all so good, why do most programs fail? Typical education approaches and suggested scenarios V2 and V3 what to do? Q & A

3 Why train at all? How many people have ITSM programs underway? How many people have formal training plans? Formal training organizations? People Processes Products/ Technology Partners/Suppliers

4 Need for ITSM Business processes are increasingly becoming IT dependent The main worry of IT managers these days is the burgeoning cost of IT End users are dissatisfied, and the average IT department lacks customer focus and business alignment Internal co-operation between IT departments is lacking The 24 X 7 economy demands high availability of IT services Outsourcing and off-shoring initiatives require a very good understanding of the IT services provided to the business

alignment Internal co-operation between IT departments is lacking The 24 X 7 economy demands high availability of IT

5 Benefits from ITSM done right Common language - international best practice (open, public) Better alignment between IT and the business Quality management information for better business decisions Continuous improvement approach Clearly defined roles and responsibilities Part of program to meet legal / compliance requirements Improved availability - stable IT environment Customer focus with a shift from reactive to proactive Support of sourcing strategies

approach Clearly defined roles and responsibilities Part of program to meet legal / compliance requirements

6 So why do so many ITSM programs fail? While a man is in awe of the mountain,.it is the stone he trips on. SOURCE: Indian Proverb

7 Any longer-term program needs to continually overcome: Changes in sponsorship / leadership Changes in team Change in business (mergers / acquisitions, etc.) Temporary changes in economic fortunes

8 If ITIL is best practice, why isn t every project successful? Strategy behind the project poorly articulated Initial excitement based on a desired result without investing in the necessary underpinning processes Wishful thinking on timeframes means not enough planning for longer term (scenarios/phases) Wrong emphasis on tools at the wrong time Inadequate focus on human element

without investing in the necessary underpinning processes Wishful thinking on timeframes means

9 Common program approach Vision Training Implementation Reorganization Reorganization Process Process Technology

10 Preferred approach Training Strategy People Strategy & Vision Process Architecture Implementation Technology

11 What is the corporate strategy & vision design accordingly Reducing cost of service delivery Increase Optionality Strategy & Vision Governance & Compliance Improve quality of service to business

12 ITSM programs as change programs Technology Changes Business Changes Reward System Changes Way of Working Changes Behaviour Changes Job Changes V2 V3 Change

13 6 times... a person needs to hear a new idea at least six times before he or she can acknowledge it... change just takes time. Carly Fiorina Tough Choices People

14 Reactions to change negative response EMOTIONAL RESPONSE Active Passive Immobilization Denial Anger Bargaining Depression Acceptance Testing TIME Source: Daryl Conner Managing at the Speed of Change

Anger Bargaining Depression Acceptance Testing

15 Reactions to change positive response PESSIMISM Informed Pessimism PRIVATE PUBLIC CHECKING OUT Hopeful Realism Informed Optimism Uninformed Optimism Completion TIME Source: Daryl Conner Managing at the Speed of Change

Realism Informed Optimism Uninformed Optimism

16 Internal resistance to change Source: Forrester Research, Inc.

17 Managing change Kotter s 8-Step Approach to Organizational Change Creating a sense of urgency Forming a guiding coalition Creating a vision Communicating the vision Planning for and creating quick wins Consolidating improvements and producing more change Empowering others to act Institutionalizing change

the vision Planning for and creating quick wins Consolidating improvements

18 Sample ITSM program structure

19 Importance of alignment In support of collaboration Alignment results from shared goals. Collaboration results from shared measures of success. Both common purpose and common metrics must be clearly defined and clearly agreed upon. People need to know why they are collaborating and when they are successful. They need to know that everyone else is committing to the same things. And they also need to know they can t achieve results any other way. Carly Fiorina Tough Choices

Both common purpose and common metrics must be clearly defined and clearly agreed upon.

20 The typical formal training scenario Number staff involved Number of Staff Involved Foundation Service Manager / Advanced Project Lifecycle Time Source Alan Nance

21 A suggested scenario Foundation I hear and I forget, I see and I remember, I do and I understand Confucius 600 BC - Number staff involved Number of Staff Involved Simulation Mobilization Workshop Simulation Service Manager / Advanced Practitioners / Intermediate Project Lifecycle ISO/IEC JIT Rollout Training + New Hire Plans s Time Source Alan Nance

22 When building an education strategy, consider Corporate geography, time zones, shift workers Budget JIT training Formal certification training AND customized training (101 s, process / product training) Role-based training Overall program approach and objectives Respect the neo-learner requirements

23 New approaches to learning and work "Brains like ours alter profoundly to fit the technologies and practices that surround them." Andy Clark (Director, Cognitive Sciences Program. Indiana University.) 2006 Marc Prensky

24 The V2 qualification scheme The ITIL V2 scheme consists of three qualification levels: Foundation (Basic) Practitioner courses (Intermediate) - deep dive into single or clustered service management processes Managerial path: Service Manager certification (Advanced) ITIL Service Manager ITIL Practitioner* Detailed descriptions of the individual processes with the objective to learn how to implement and work with any particular ITIL process ITIL Foundation The basic terminology and understanding of the ITIL Framework; the concepts, benefits, activities and bottlenecks of the processes The complete ins and outs of the ITIL framework oriented towards implementing ITIL within an organization * Passing the Practitioner Courses is not required to take the Service Managers Course

25 V3 qualification scheme

26 V2 - V3 qualification bridging scheme

27 V2 or V3? Confusion reigns with V2 versus V3 We have experienced two scenarios in the V3 Foundation classes 1. A mix of net new V3 Foundation learners and some V2 multilevel-certified students 2. Net new V3 learners who realize that they are going back to organizations where the majority is trained in V2 What about the new V3 Foundation-certified learners who want to pursue V2 Practitioner or Service Manager training while waiting for the V3 Intermediatelevel courses?

28 A successful education strategy Teach content at right levels, right people, right time Create awareness that is different from content and let people come to their own conclusions about the need for change Focus on the intent of the role and understanding of the process don t just focus on the content Create shared experiences

29 A winning program strategy Respect the cultural management of change mobilize early and focus on quick wins The most successful ITSM Programs are those that are not called ITSM Programs Introduce formal Training and Communication planning

30 Questions?

31 Be not afraid of growing slowly, be afraid only of standing still. Chinese Proverb

32 Sources Kotter, John P., Leading Change, 1996 Fiorina, Carly, Tough Choices, Penguin Group, 2006 Conner, Daryl R., Managing at the Speed of Change, Villard Books, 1992 Nance, Alan (contributor), The Role of education in ITIL implementation (article), Service Management Process Maps, Van Haren Publishing, 2007 Lijnse, Peter, Turn the Key of Willingness, Service Management Art, 2007

33 Copyright This presentation (concept) is copyright of ITpreneurs. Any use of the material should contain a reference to ITpreneurs as the source or where appropriate the original source as referenced in the presentation itself. Where reference is made to an author other than ITpreneurs within the presentation, this does not imply explicit permission for reuse in other ways. That would need to be arranged with the original author. ITIL is a registered trade mark of OGC (the Office of Government Commerce), Rosebery Court, St. Andrew s Business Park, Norwich, Norfolk, NR7 0HS, UK 2007 ITpreneurs Netherlands BV

ITIL QUALIFICATION SCHEME & ROLE-BASED TRAINING MATRIX WHITE PAPER

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