the people factor in itsm

© Alejandro Debenedet – GuetChu ITSM 2011 – Reproduction interest, speaker opportunities? Please email [email protected]

The People Factor in ITSM

Alejandro E. Debenedet

GuetChu ITSM Director

International Business Relations Director – PeopleCert Group

Marketing and Chapter Relations Director itSMF

“ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries”


ITSM: People ... The Fundamental “P”

Processes

People

PROCESSES

PARTNERS PRODUCTS


ITIL: Value creation is about PEOPLE

�  VALUE Creation is about Perceptions, Preferences and Attributes

�  Service assets are used to create VALUE

Value Creation

Preferences

Attributes

Perceptions

Resources Capabilities

Value Creation


PEOPLE are important

PEOPLE are THE asset

Quote from SS book: “ The value of people asset is the capacity for

Creativity Analysis Percetion Learning Judgment Leadership Communication Coordination Emphaty Trust


Service Oriented Organizations

Attitude

Behaviour

RESISTANCE

Culture


Attitude

�  Feeling or opinion about something or someone

�  Change program means changing people attitudes

�  Cynicism, �  sarcasm �  Passiveness �  Complacency �  Saying yes, doing no

�  Usually is non-verbal, body language �  Learn to ¨read¨ them (55% of

interpersonal �  communication goes in the form �  of language and gestures) © ABC, ABC Cards and ABC Cartoons

belong to Paul Wilkinson and GamingWorks


Behaviour

It is directly seen and experienced

�  Complaning about others

�  Avoiding responsibility

�  Passing the blame

�  Refusing to accept or listen to others (bad for team work !!)

�  Deliberately withholding info or misscommunicating

�  Deliberately delaying activities

�  To change behaviour, work on the RESISTANCE

•  To act in a particular way; actions measured by commonly accepted standards


Resistance

�  An emotional reaction to change

�  Preference for stability and continuity �  Feeling of not being involved, not in

control �  Personal conflicts and rivalry �  Purpose and motives not shared or

wrongly understood �  Only seeing the bad side of change �  Fear of unknow �  Fear of failure �  Lack of tact �  Distrust


Culture

�  Is the most used word in organization change �  But … culture can not be fought out �  It maintains by itself �  Easier seen by third parties (from outsiders) like trainers,

consultants or new employees �  Symbols �  Heroes �  Rituals �  Values

�  Talk a lot, let the culture change by itself �  Be prepare for resignations �  Create new heroes

•  Accepted ways of working within an organization; the values and standards that people find normal


ABC and ITIL


What to do …

�  Get rid of repeat and monotonous work

�  Make work more enjoyable

�  Communicate, get interested, get involved

�  Give the right information with as less as secrecy as possible

�  Include everyone �  One to one discussions �  Get rid of destructive resistance �  Reward, make note desirable behaviour �  Give credit �  Motivate �  Share problem and work on a solution �  TOGETHER

�  Celebrate results


Excellence in Team Works

�  Teams skills are directly responsible for organizational performance

�  Certified members in the team impact directly the team performance

�  80% of IT managers believe their team requires significant amount of task-specific skills to perform their duties

Source: IDC White paper: Value of certification and Organizational Performance


Professional Certification


Build your team with the right capabilities

Needs/Intake Tailored Activities

Gap Adjust

Expected

Results


The value of ITSM certification

Value

Recognition by Public

sector

Adpotion of social

learning environment

International appeal with localization

Universities


Alejandro E. Debenedet

GuetChu ITSM

[email protected]

[email protected]

Twitter: adebenedet

Blog: itsmabc.wordpress.com