getting started with change management

Getting Started with

Change Management

with

Michael Scarborough

© 2014 Global Knowledge Training LLC. All rights reserved. 12/4/2014

Michael Scarborough [email protected]

ITIL Expert and Global Knowledge instructor

More than 25 years of IT experience, including systems operation, leading complex projects, establishing multiplatform automation, and adopting service management best practices

Helps large and small organizations make significant improvements by adopting ITIL best practices

Delivers ITIL training to all levels of Global Knowledge students


Agenda

Introduction and Overview

The Real Purpose of Change Management Allowing Change to Happen

Keeping the Service Portfolio Aligned to Business Needs

Understanding and Managing Risk

Change Management and Change Tickets are Not the Same Thing The Difference

Assessing Risk vs. Generating Evidence of Change

Getting Started with Change Management Establishing a Vision

Assessing the Current State

Turning the Vision into Actionable Projects

Completing the Projects

Using Real-World Examples as a Basis for Intuitive Change Management Crossing a Street

Changing Lanes

Change Management as a Simple, Repeatable Set of Workflow-Based Activities Exploiting Standard Changes

Automating Risk Assessment

Summary and Q&A


Introduction and Overview

IT change needs to match the rate of business change

Common everyday activities should be defined and

managed as easy-to-do “templatized” activities

Improve communication around change for all parties

Effective change management is based on real-world

examples of how change is handled

Efficient change management follows standardized

templates


Introduction and Overview (cont.)

Typical state of change management in an average

organization:

Little to no metrics exist around change activities

Change is often seen as bureaucratic

Change activities are seen as not adding value

Change is not seen as an enabler of innovation.

Instead, it is seen as a way to generate evidence for

audit activities.


The Real Purpose of Change Management

Allowing change to happen

Copyright © AXELOS Limited 2011. All rights reserved. Material is reproduced under licence from AXELOS.


The Real Purpose of Change Management (cont.)

Keeping the service portfolio aligned to business needs

Based on AXELOS (ITIL®) material. Reproduced under licence from AXELOS.

Adapted from Figure 4.14, Service Strategy

Configuration management system

Service pipeline Service catalog

Service Portfolio

Retired services

Applicationportfolio

Supplier andcontract

management information

system

Customeragreementportfolio

CMDBProject

portfolioCustomerportfolio


The Real Purpose of Change Management (cont.)

Understanding and managing risk

What impact is possible?

What can go wrong?

How likely is it to occur?

Effective risk assessment is based on:

Historical experience

Effective analytical methods

Applying knowledge and wisdom


Change Management and Change Tickets

Change Management vs. Change Tickets

Change management is the assessment, coordination,

and optimization of risk.

Change tickets show evidence of change.

Assessing Risk vs. Generating Evidence of Change

Many organizations focus on the “ticket” aspect of

change when evidence of change is simply one aspect of

a bigger picture.


Getting Started with Change Management

Create a Continual Service Improvement (CSI)

Register to record, track, and measure improvement

opportunities

Follow Kotter’s Eight-Step Process for Leading Change

Identify groups of three or four simple activities that

move the organization closer to its vision

Complete the activities over time. Rinse and repeat!


Getting Started with Change Management (cont.)

Step 1 Create a sense of urgency.

Step 2 Form a guiding coalition.

Step 3 Create a vision.

Step 4 Communicate the vision.

Step 5 Empower others to act on the vision.

Step 6 Plan for and create quick wins.

Step 7 Consolidate improvements and produce more change.

Step 8 Institutionalize the change.


Step 1. Create a Sense of Urgency

Seek to create awareness and commitment that the

status quo is no longer acceptable

“What if we do nothing?” asked at all organizational

levels to help understand different stakeholder

perspectives and gain commitment

Reason for failure

“Fifty percent of transformations fail in this phase.”

“Without motivation, people won’t help and the effort goes nowhere.”

“Seventy-six percent of a company’s management should be convinced of the need.”


Adapted from Table 8.1, Continual Service Improvement.


Step 2. Form a Guiding Coalition

A single champion cannot achieve success alone

Assemble a group with sufficient power to lead the change

effort:

Should have authority, experience, respect, trust, and credibility

Guiding coalition with shared understanding and urgency

Ensures the organization is motivated and inspired to participate

Will start small and likely grow as momentum builds

Reason for failure

“Underestimating the difficulties in producing change”

“Lack of effective, strong leadership”

“Not a powerful enough guiding coalition; opposition eventually stops the change initiative”




Step 3. Create a Vision

The guiding coalition creates a vision statement for the

initiative to:

Clarify the direction of the program

Motivate people to take action in the right direction

Coordinate the actions of many different people

Outline the aims of senior management

Reason for failure

“Without a sensible vision, a transformation effort can easily dissolve into a list of

confusing, incompatible projects that can take the organization in the wrong direction, or

nowhere at all.”

“An explanation of five minutes should obtain a reaction of ‘understanding’ and ‘interest.’”




Step 4. Communicate the Vision

Motivate, inspire, energize, and commit the organization

Communication should be guided by:

Urgency: “What if we do nothing?”

Vision and benefits: “What’s in it for me?”

Reason for failure

“Without credible communication, and a lot of it, the hearts and minds of the troops are

never captured.”

“Make use of all communications channels.”

“Let managers lead by example…‘walk the talk.’”




Step 5. Empower Others to Act on the Vision

Empowerment is a combination of enabling people and

removing barriers

Providing tools, training, direction, and assurance to meet

clear, unambiguous goals

Build confidence and help promote personal

accountability for action

Reason for failure

“Structures to underpin the vision… and removal of barriers to change”

“The more people involved, the better the outcome.”

“Reward initiatives.”




Step 6. Plan for and Create Quick Wins

Plan for, create, and communicate short-term wins to:

Convince skeptics

Retain stakeholder support

Expand the guiding coalition

Build confidence for future improvements

Reason for failure

“Real transformation takes time… without quick wins, too many people give up or join the

ranks of those opposing change.”

“Actively look for performance improvements and establish clear goals.”

“Communicate successes.”




Step 7. Consolidate Improvements and Produce More Change

Plan for, realize, and communicate short-, medium-, and

long-term wins:

Short-term wins convince and motivate

Medium-term wins build confidence and capability

Long-term wins result in integrated and continual

improvements

Reason for failure

“Until changes sink deeply into the culture, new approaches are fragile and subject to

regression.”

“In many cases, workers revert to old practice.”

“Use credibility of quick wins to tackle even bigger problems.”




Step 8. Institutionalize the Change

The improvements are embedded within the

organization.

Signs the change has been institutionalized:

People defend the new procedures and way of working.

People make suggestions for further improvement.

Service and process owners demonstrate pride and

ownership of the CSI achievements.

Reason for failure

“Show how new approaches, behavior, and attitude have helped improve performance.”

“Ensure selection and promotion criteria underpin the new approach.”




Using Real-World Examples

Crossing a Street

Lane Changes

19


Summary and Q&A

The Real Purpose of Change Management

Change Management and Change Tickets are Not the

Same Thing

Getting Started with Change Management

Using Real-World Examples as a Basis for Intuitive

Change Management

Change Management as a Simple, Repeatable Set of

Workflow-Based Activities


Learn More

Recommended Global Knowledge

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ITIL® Foundation

ITIL® Service Lifecycle: Service

Transition

ITIL® Service Capability: Release,

Control, and Validation

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