Monday, September 23, 2013
Breaking Down Process Measurement Silos Part 3: Metrics as a percentage Example 2
This blog presents the second example describing how to express a process metric as a percentage. In this slightly more challenging example, there may not be a maximum value possible (or in theory, infinity is the maximum), but it is still possible to produce a result as a percentage to be used in the overall process score or an ITSM balanced scorecard.
We have a classic ‘Mean Time to Restoration’ (MTTR) metric which is typically calculated in time (hours) and need to express it in a percentage so it can be included in a comprehensive process balanced score card.
• 1 Incident Management Process with agreed reporting period(s)
• A way to obtain a time duration between creation and resolution for each Incident during agreed reporting period(s) (or average duration among them)
• 4-6 data points used to create an equation for a curve that will represent the percentage results
• 1 PhD in Math or Statistics (or a program like MS Excel that will calculate a trend line or line and display the equation which represents that line)
Start by defining some hypothetical results and what score you feel they should reflect. Yes, there is a bit of feeling required here, but don’t panic. While the number purists may cringe, I believe there is still great value in this activity as long as you can gain agreement in how the measurement is made and keep it consistent over enough time to allow trends and changes to be reflective of the process performance.
Let’s say a Mean Time to Restoration (MTTR) of 8 hours represents a 95%. Let’s also say that 20 hours would be 80 percent, 50 hours would be 70 percent, and 100 hours would be 45 percent. We will be plotting the percentage on the y-axis and the time on the x-axis. As our curve approaches 0 time, the percentage should be nearing 100 and as our time increases toward infinity, the curve approaches 0 percent on the y-axis.
Step 1: Using a spreadsheet application, plug in x and y values and plot them on a graph as points. I used the following data points
Then, add a trend line. You will need to play around a bit with your data points and the type of trend line to get something that you are happy with. Once you have a line (well curve) that you are happy with, ask the application to display the equation. This is where you’ll wish you paid better attention in calculus class! In our example, a logarithmic trend line was chosen and used to obtain the following equation which describes our line:
This equation can now be used consistently each month to determine our score (as a percentage) for the MTTR reported on our process.
Step 2: For each Incident, the time period from open to resolution must be calculated. These values are averaged and a ‘MTTR’ results.
Step 3: Plug the MTTR into the formula defined in step 1 and obtain your percentage to be used in the scorecard. For example, if we had an MTTR for the month of 12 hours,
Tuesday, September 10, 2013
Applying ITIL, Lean, and Six Sigma to achieve your goals
At Pink13 in Las Vegas this past February, Martha Wenc, Process Development Manager at Jazz Aviation LP presented her four year ITSM journey in the session “Using Complementary Methodologies For Your ITSM Flight – A Jazz Aviation Success Story”. Operating scheduled passenger services on behalf of Air Canada, Wenc’s team was tasked with developing and strengthening the service management process within their Information & Communication Services Group. In her session, Wenc successfully demonstrated how drawing upon her experiences as a certified Six Sigma Black Belt, Myers-Briggs facilitator, and Lean Instructor kick-started the IT department’s adoption of successful ITSM practices.
The audience loved it. The presentation won Case Study Of The Year, which recognises the individual with the highest overall rating for a case study presentation delivered at the conference.
So it seemed to me a good idea to find out more about it. I interviewed Martha recently.
Tell us about Jazz Aviation
Jazz Aviation is a regional airline which flies over 800 flights each day to over 80 destinations throughout North America – from Northern Canada as far south as Texas and spanning the breadth of North America from coast to coast. We operate a capacity purchase agreement with Air Canada to feed their network. Jazz provides service to and from many smaller communities in Canada and the United States under the brand name Air Canada Express. We also operate to larger centres at off-peak times as a complement to Air Canada’s schedule.
The Capacity Purchase Agreement (CPA) with Air Canada is the core of our business. Air Canada purchases substantially all of Jazz’s seat capacity based on predetermined rates. In reality, we are a contract carrier for Air Canada and operate our flights on their behalf. The CPA provides commercial flexibility and connecting network traffic to Air Canada, while significantly reducing Jazz’s financial and business risks. We also operate additional charter services.
You have a diverse range of skills: Six Sigma, Myers-Briggs, Lean. Tell us about your IT journey
I was initially assigned to work with the IT department as a Black Belt in 2007. Within our Six Sigma team we had been encouraged to use whatever tool was appropriate to get the job done, whether it be an analytical tool from Six Sigma, Lean, or Meyers Briggs. I did not know anything about IT, however I had done some work with the IT Director on a Customer Satisfaction survey. There was some curiosity about ITIL amongst the group; so a small team was sent to an ITIL Foundations course in 2007. We returned from this training very excited about the possibilities and immediately started making changes to improve our Incident Management process – our first ITIL alignment project.
Aligning our processes with ITIL best practices became a key part of our corporate strategy for 2008 and it then became my full-time job. It helped a lot that we had Management support going into the training, and that Senior Managers supported our efforts to train all IT employees. Initially everyone was given a quick high-level overview and over the next few years a concerted effort was made to gradually send people to ITL training. By 2012 all of our IT employees had attended foundation-level training, approximately 60 employees. We also had a core team of individuals trained at higher levels. Training everyone was important to ensure everyone understands where we are headed with ITIL both to build engagement and to demonstrate corporate support for the initiative and changes which continue to come. We operate with a lean team of one employee focused on ITIL day-to-day (me) with a small group of others who are interested in making change – however the changes are applicable to everyone. It has been interesting to see the shift in focus within the ITIL community away from data and analytics to focusing on people and cultural change. It may be that change is more easily achieved in a smaller organisation like ours as we have the flexibility to be nimble and continue to push change at the pace that the organisation and the people are able to adapt.
Please tell us about what you achieved at Jazz, for those who weren’t there for your presentation at Pink13
ITIL was sought out to address low employee satisfaction levels and because it fit well with the work our Six Sigma team was doing. From the very beginning our goal has been to improve customer satisfaction. Our customers are all Jazz employees, so we are focused on meeting employee needs. ITIL and Six Sigma are both very customer-focused in their approach but Six Sigma provides the analytical tools to be able to measure progress. Our approach has been to focus on making improvements in whatever area is causing the greatest pain. Prior to focusing on ITIL, 36% of our employees were dissatisfied with the service they received from us. By 2010, after 3 years of effort, we were able to decrease this to 18%. At the same time, the number of Very dissatisfied employees dropped by more than half and the number who reported being Very Satisfied increased from 9 to 17%. I look forward to another survey to validate that our trend is still on track.
It makes a change to hear a case study of somebody using a diverse range of complementary methodologies to approach the change in people and practices which is an ITSM improvement. Explain for listeners how they work together to produce a result
Six Sigma is an important part of what I do, I think of ITIL as providing the goals and Six Sigma as a toolkit which provides the means to get there. ITIL lays out a direction for improvement although there may not always be a clear path to follow to get there. We tend to run multiple projects simultaneously and use the tools which relate to the goal—Six Sigma for reducing errors, Lean for waste reduction, Meyers Briggs for understanding team or change management issues caused by different personality types. Six Sigma is great when you have a clear goal to measure and develop a baseline for long-term improvement, however Lean can be faster and more engaging for a team.
Is it essential to bring in such formalised methodologies or skillsets to facilitate change?
I don’t believe so, the key point is to focus on our goals and discuss the process with the people who are closest to it, while keeping the customer in mind. We do a lot of Voice of the Customer work, to ensure that our goals remain aligned with the customer’s needs.
How was it winning the Case Study Award at Pink13?
It was a shock! Pink brings together such a vast range of people who share an impressive knowledge and range of experience related to Service Management. It is really amazing to be recognised amongst such a brilliant and accomplished group.
What has happened since winning?
Back to work! The Pink conference is a great rejuvenator that provides us with fresh ideas for where to improve next. We are always viewing the conference through the lens of whatever is on our plate for the coming year. This year is project and alignment focused, so for me, that was top of mind. We do meet afterward to compare notes and ensure that the good ideas are not lost, some are acted upon immediately while others will be incorporated into next year’s plan.
What is your current or next initiative? What are you working on?
We are currently working on a program to improve our project lifecycle flow by combining a variety of methodologies that we use at Jazz. We are calling it Idea to Operate as it follows the lifecycle of an idea from the conceptual stage all the way through to being used within the operational environment. The Idea to Operate program merges the various internal processes that we have in place at Jazz to ensure that new initiatives handled consistently. It also helps us to move service management beyond IT as it is a valuable discipline throughout the organisation. This way, we can route all corporate projects through a consistent process, pull in the appropriate talent and the right time, and have cross-disciplinary teams of IT Managers, Project Managers, Continuous Improvement Specialists, Finance, Procurement… everyone speaking the same language and functioning with the same flow. The goal is to improve our project success rate.
Congratulations to Martha Wenc, and to Jazz Aviation, for the recognition of their achievements so far!
Martha will be back at Pink14 to present “Cleared For Take-Off – How To Implement An ITIL-Centric Service Lifecycle Approach”, so don’t miss it!
Monday, August 26, 2013
Breaking Down Process Measurement Silos Part 2: Metrics as a percentage Example 1
This blog presents the first of two examples demonstrating how we can express our process measurements as a percentage and use that percentage to track progress toward a goal in support of an overall process and ITSM scorecard.
An Incident Management process metric counts the number of times an Incident status was changed to ‘Reassigned/Wrong Assignment’. This measurement is used to evaluate errors in assignment (and process quality). The desire is to turn this ‘count’ into a percentage of some total number, but since this status may be assigned multiple times for an Incident (yikes, not a good day to be a customer) the total number of Incidents won’t work well as the total.
1 Incident Management Process with:
Agreed reporting period(s)
A way to count, record, and retrieve mis-assigned Incident functional escalations in a reporting period
A way to count, record, and retrieve the number of times Incident assignments to a group or individual are made or changed in a reporting period
A little high school mathematics
In this case, the trick is to obtain the total number of times a change in assignment group was made among all Incidents within the reporting period. Since each assignment group change is an opportunity to get it either right or wrong, this becomes the total. This also accounts for each Incident having a theoretically unlimited number of possible assignments or reassignments – each of which represents a potential opportunity to make an error. Thus, number of times the status of ‘Reassigned/Wrong Assignment’ is assigned for Incidents within a given period, divided by the total assignment group changes across all Incidents within that same period, multiplied by 100 gives a percentage you can use.
Step 1: Obtain a count of incorrect escalation assignments for a group of incidents in a given period of time (say a month). Most common ways to do this are by querying your ITSM tool to look for an indicator that is appropriate for your organization like setting a particular status, flag, or checkbox. For a hypothetical example looking at 1000 incidents for last month, we find 60 times a status of ‘Reassigned/Wrong Assignment’ status is used.
Step 2: Obtain a count of the total assignment group changes for a group of Incidents in a given interval (same as used in Step 1). Again, this is data that is likely within the log data for your Incident records. They ease of accessing this data may vary based on your tool or process, however. To continue our hypothetical example, we find that in that same group of 1000 Incidents, there were 1500 assignment group changes made.
Step 3: Divide the number in Step 1 by the total number obtained in Step 2 and multiply by 100. Thus in our example, So, we have 4% of our assignments made in error last month.
Ideally, the next step would be to use this to calculate progress toward a goal. In this case, I found it easier to reverse the metric from a percentage incorrect to a percentage correct. Therefore, our measure of 4% error can be expressed as 96% correct assignments made. So, our goal is 98% accuracy and our result was 96% and we can determine how close to our goal we finished with the following procedure:
Step 4: Solve for ‘x’ in the following: So, in our example may be expressed as and
Our score is 98% (an ‘A’ if you will) and that will look good on any grade card!
Tuesday, August 13, 2013
Breaking down process measurement silos: How to make them contribute to something greater.
Measurements come in many different forms. Sums, time durations, percentages, averages, stars, and ‘thumbs up’ may result from various metrics that have been defined. These are likely being used within each process to help ensure efficiency and effectiveness while also identifying areas that may need improvement.
Best practice is that every process be measureable, however, it is important to ensure that IT Service Management (ITSM) as a whole is measureable as part of your overall Continual Service Improvement efforts. This is also a very efficient way to share ITSM and process health with executives who likely do not have time or desire to wade through countless process metrics.
To break away from the silo’d approach to process measurement, it is necessary to look at how each process contributes to the overall health of ITSM as an organizational capability. This is accomplished by using an ITSM balanced scorecard, which combines key measurements from all processes. However, to do this, you’ll need to express all measures in a common way to facilitate the ‘rolling up’ of individual measures into an overall score.
The most popular way to do this is with a percentage. Let’s face it, we are indoctrinated into scoring progress as a percentage from grade school (which can be transformed to a letter grade if you must), but sometimes it is not directly apparent as to how to express a metric as a percentage.
Percentages are a common way to measure how much of something exists as a portion of a whole or possible maximum. For this reason, the potential ‘whole’ must be known.
In essence, a percentage is a fraction. If you remember back to elementary school math, a denominator is required to represent the possible whole or maximum (that’s the number on the bottom). The numerator (or top number) represents the measured amount, and simple division of these two numbers produces your percentage.
Some measurements present difficulty in identifying the possible maximum, or total, to fill the denominator spot. This is most common for metrics expressed as a count or time duration where the maximum is not obvious (or may not exist). In this case, the trick is to obtain (or create) a denominator to use so a percentage can be obtained.
In my next two blogs, I’ll illustrate this point with example measurements including ‘count of Incident mis-assignments’ and ‘mean time to restoration’ (or average resolve time).
Monday, July 08, 2013
“Pink Control To Commander Hadfield!” (apologies to David Bowie)
Yes, it’s now official.
Colonel Chris Hadfield, Commander of Expedition 35 to the International Space Station, will be the opening keynote speaker at #Pink14, the 18th Annual IT Service Management Conference & Exhibition in Las Vegas in February 2014!
We’re excited, are you?
If you missed all the buzz in the news when Commander Hadfield left the ISS in May, 2013 - then maybe this will give you a little insight as to what you can expect when he takes the stage at the Bellagio on February 17, 2014 ....
Can’t wait to hear what lessons we can learn about vision, planning, continual improvement, experiential learning & simulations, leadership, communications, risk management and social media!
We had some fun with the Twitter competition “Guess The Keynote”. If you guessed correctly then stand by - we’ll be in touch with a special treat for you!
Conferences • Press Releases & Announcements • Permalink
Wednesday, July 03, 2013
Guess The Opening Keynote Speaker for Pink14!
Today we’re excited to launch a fun competition linked to Pink14 - the 18th Annual International ITSM Conference & Exhibition.
Every year we’re proud to feature some great keynote speakers at our flagship Conference. And every year our customers tell us how the keynote speaker line-up just seems to gets better and better. 2014 will be no exception! The Conference team has been working hard behind the scenes to make sure we meet all of our 3 primary objectives with every keynote speaker we select:
1. Educational – we need to learn.
2. Inspirational – we need to be motivated to change.
3. Entertaining – we need learning to be fun! It helps us to stay engaged.
The complete line-up is not yet complete, but we’re almost ready to announce the opening keynote speaker. However, before we do, we thought we’d have a little fun! Between now and Monday morning (July 8th) we’ll be tweeting clues about the identity of our opening keynote for Pink14. There’ll be a few more clues over the weekend, and early on Monday. Then we’ll announce the answer - and winners - mid-morning on Monday.
All you have to do is follow @TheITILExperts and watch for the clues with the #Pink14 hashtag.
Make sure to RT with the #Pink14 hashtag when you’re submitting an answer. You can have as many guesses as you like!
If you aren’t using Twitter - yet - it’s easy to get started. Just go to http://www.twitter.com and follow the instructions to sign-up (all you need is your name and an email address).
While you can have as many guesses as you like, we won’t acknowledge the winners until mid-morning on Monday July 8th.
While this is all in good fun, we promise there’ll be nice prizes for the winners – maybe even one or two special prizes for excellent speaker suggestions!
Good luck – and have fun!
Thursday, May 02, 2013
What is your ROI for RCA? (A Key Problem Management Metric)
The activities of Problem Management are, on the surface, quite similar to those of Incident Management, but the focus of these processes is very different. Because of this, the type of measurements used to determine the efficiency and effectiveness of these processes are also different. Most organizations place a significant focus on time-based measures for Incident Management. This makes sense since the purpose of the process is, by definition, to restore normal service as quickly as possible.
On the other hand, Problem Management doesn’t have a similar speed statement, so what type of measure is a good representation of the health of your Problem Management process? Ultimately, the prevention or elimination of re-occurring Incidents is a good indicator and represents savings realized by decreased load on support/operational resources. But consider the investment made in Problem Management. A root cause analysis (RCA), which incorporates significant effort by subject matter experts within the organization, can easily add up.
What measure can be made to ensure the use of these valuable staff time is not wasted and a positive return on investment (ROI) is realized? Based on the assumption that a good RCA will result in an accurate root cause and change request to eliminate Incidents, I like to measure the ‘trial and error’ factor.
For each problem that has a RCA activity and resulting request for change (RFC), we are looking to determine if the change request that resulted from the RCA eliminated the error on the first try, thereby demonstrating that the investment in the RCA activity saved future repeated attempts to understand the error and ‘try’ a new potential resolution.
1 Problem Management process with RCA activity and ability to track RFC’s against the Problem that Initiated the Change Request.
1 Change Management process with feedback to (and ideally, participation of) Problem Management via post implementation review (PIR)
1 Incident Management process capable of detecting Incident Trends and linking Incidents to a Problem
Step 1: Upon closure of the Problem Record with a status of being permanently solved, the number of RFC’s linked to the Problem is counted.
Step 2: For a given period of time, look at all Problems that have been closed with a ‘resolved’ status and calculate what percent had a count of related RFC’s equal to 1 as shown below. Let’s call it ‘Percentage of Problems with successful RCA.’ If we are to move away from ‘trial and error’ we should aim for a high percentage.
Monday, April 22, 2013
Final thoughts on Pink13
George Spalding, our ebullient Master of Ceremonies and one of the driving forces behind organising the whole event, gives us his parting thoughts on Pink13. He and the team are already hard at work on Pink14. Will I see you there?
Monday, April 15, 2013
Project Management and ITIL: Why can’t we all just get along?
One of the most common questions I get when teaching the ITIL Foundation course is around how Project Management relates to ITIL. This question either comes from those currently leading project management or by those feeling the rigor around their organization’s project management practice and wondering how they can leverage some of the best practices from ITIL without ‘upsetting the peace’. In fact, ITIL recognizes project management as a valuable and important part of IT Service Management and the Service Lifecycle.
Project management, as defined by the Project Management Body of Knowledge (PMBOK) is a temporary endeavor undertaken to create a product, service, or result. There is a key idea in this definition that a project is temporary and finite – something used to get from point A to point B and then its done. In a service based IT organization, the majority of projects (if not all) will do one of 3 things: produce a new service, retire a service, or improve a current service (including any aspect of the service). The key is to realize this and look at the ITIL Service Lifecycle to see what is happening. Through the course of the project, many of the ITIL processes are being executed. The strongest focus is generally in those processes from the Service Strategy, Service Design, and Service Transition phases. The challenge now is mindset.
In project centric organizations, planning, funding, reporting, and ultimate value to the business is based on the projects being initiated and delivered. Therefore, project management takes the spotlight and all other activities are subservient. In many cases, little is considered in terms of long term support of the ongoing ‘service’ that lives on after the project has completed – at least not until closer to launch, if ever. In a service centric organization, IT provides value by delivering services to the business that facilitates outcomes the business want to achieve. IT does this by making strategic decisions, based on business input, around what Services need to be offered, how they will create value, what exactly they need to do and how they will be designed. They manage the build and transition so as to minimize risk and disruption to the business, support it in operation and continually make improvements to ensure it always has high value.
Understanding the role of project management within ITIL requires a paradigm shift around the role of project management. Organizations must think about moving through the Service Lifecycle and understand all of the processes working to take the business need through to a valuable, operational service. To effectively accomplish this, project management is used manage resources, tasks, risks, milestones, and ensure all the activities defined in the lifecycle processes are completed as defined. To transition to this level of realization however, the organization must be able to move past the thought that ‘those activities are part of project management’. This can be difficult because in most cases, project management existed in the organization first.
Out of necessity, and for lack of any other guidance, many IT organizations adopted project management before ITIL existed or gained mainstream recognition. Now that there is best practice more specific to guide IT organizations in managing Services, we must thank project management for its years of contribution and transition it to its new role in the organization.
Once we move beyond the ‘we where here first’ mindset, we can leverage project management in ensuring compliance with and moving us through the lifecycle processes. The project plan can be built to include checkpoints and tasks tied to various processes. For example, at the onset of the project, the plan may look to ensure a Request For Change (RFC) has been entered in to the Change Management process. Before build tasks begin, project management can ensure that the RFC has been authorized (by Change Management) for build. The project plan may also ensure that, in the design and requirements phase, the Service Level Management process is engaged to discuss Service Level Requirements or Event Management is involved to begin identifying and designing the appropriate monitoring. At this point, the organization is using project management as their greatest partner and driving the full value of their defined IT Service Management processes. So just like that sign that hung in my room as a kid, “A place for everything and everything in its place.”
Thursday, March 14, 2013
Pink13: another great ITSM Conference
Pink13 is done and dusted. All would agree it was a great conference ... again. The Pink Elephant team do it year after year. I’m looking forward to the next one - I’ll be at Pink14 next year. See you there!!
Here is a retrospective I put together of Pink13 for those who missed it, or those who just want to reminisce for a moment.
Tuesday, January 29, 2013
Looking back at the ITSM Extreme Makeover
Pink Elephant Principal Consultant Jack Probst was the Pink Elephant lead on the ITSM Extreme Makeover, a project we have blogged about before, where several vendors donates resources to the University of Texas Health Sciences Center to “make over” their IT practices.
- ITSM can contribute to the community
- ITSM Extreme Makeover – Have you been following?
- Get a Feel For the ITSM Extreme Makeover
- Jack writes about the 4Ps
- An interview with the UTHSCSA CIO, Jerry York.
Coming up to Pink13, and with almost a year gone since the project wrapped up, it is time to look back and reflect on what went down and what we can take away.
Here are some pictures from the Christmas party Jack referred to:
You can see Jack at Pink13 and ask him more about the ITSM Extreme Makeover.
Thursday, January 24, 2013
Some of us get a lot more excited than we should about the latest Pink Elephant conference mascot. Me for example. Every year I wait with bated breath, and pester David Ratcliffe for hints. So here is he is for PINK13: Astro Pinky
Astro Pinky has his own Twitter account where you can follow all the news about this years conference, live, real-time, right through the conference. So this is an essential account for all you twitterati to follow. And of course, keep watching the hashtag #Pink13.
The ‘astro-connection’? Why, one of the keynote speakers is Dr. Neil deGrasse Tyson!
Sunday, December 23, 2012
Some ITSM Christmas Carols
To celebrate Christmas the ITSM way, here are some suggested carols and Christmas songs:
- O Come All Ye Faithful
An ITSM conference
- Silent Night
The peace that only a silent phone can bring
- Hark the Herald iPhones Sing
The opposite of Silent Night
See also It Came Upon The Midnight Clear
- O Come, O Come, a Manual
The last resort of technical support
- We Three Kings of Orient Are
HTC, Huawei and Samsung
- How much is that iPad in the window?
The joys of BYOD
- Root Cause the Red Faced Vendor
Blame the vendor, that’s what they are for.
- While Shepherds Watched
The night shift operators
- Christmas is Coming
A real project milestone
- Go Tell It on the Mountain
- The Little Drummer Boy
How ITSM consultants feel sometimes
- Let It SNOW
The cries of one particular service desk vendor
- The 12 Days of Christmas
We already did that one
Happy Holidays everyone!
Monday, October 22, 2012
One of the primary messages in recent times from David Ratcliffe, President of Pink Elephant, has been Seff-Empowered Leadership. He spoke about it at PINK12, at the Pink conferences in Mexico and Asia, at the ITSM Leadership Forum, and in his blog earlier this year.
The first ITSM Leadership Forum was an event run by Pink Elephant in Scottsdale, Arizona in August this year, and equally it is a community discussion, right now, online. The event and the discussions intersect on the session descriptions. Read that sessions page: it is structured as a set of key questions for ITSM leadership.
The theme of leadership can be expected to re-emerge just as strongly for PINK13, so I took an opportunity to talk to David about ITSM Leadership.
Friday, September 28, 2012
Evolution in IT Management
IT Management doesn’t stand still. If tracking the current directions in IT Management is part or all of your mission at PINK13, here are some sessions to attend.
Over the three or four decades of the IT sector, we have matured as an industry and a profession. We have had some step changes and some evolution.
Service Management was a very influential concept which took decades to take hold in IT. It brought exciting concepts from the service industries.
Quality management ideas like Deming, Six Sigma and Lean come from the manufacturing sector and also slowly took hold.
We’ve also hatched a few ideas of our own in the IT sector, such as Corporate Governance of IT (ISO/IEC 38500), Capability Maturity Model (CMM) and Knowledge Centered Support (KCS). The first of those - Governance - is having a huge influence on IT Management at the moment as we come to better understand the political and organisational requirements to realise value from IT
And of course we have developed our own bodies of knowledge such as ITIL and COBIT, which now become world leaders and offer value back to the other business sectors.
The other great area of growth in our sector has been our maturing of understanding of “People Process Technology”. We started as a tech-obsessed industry sector, then ITSM led us to understand the importance of process as well. Finally - FINALLY! - in recent years we have grasped that IT is all about people. In this decade the people message is coming through strongly in many areas, e.g.:
- Karen Ferris wrote the seminal book Balanced Diversity which pretty much nailed the practice of cultural change in IT for me.
- David Ratcliffe, the Pink Prez, talks of Self-Empowered leadership.
- BYOD and social media aren’t technical issues or process issues.
So Governance and People are the huge tectonic shifts in IT Management at the moment as we continue to grow as a sector. Look for a number of sessions on these topics at PINK13, including:
- Leadership: Helping Others To Succeed :- Bernardo Tirado, CEO and Founder, The Project Box, LLC, Six Sigma Black Belt
- ...in fact the whole of Track 1 – Leadership & The ABCs Of ITSM
- The LOE Index: A Quantitative Tool For Measuring The Individual Response To Organizational Change – An Overview :- Dr. Victoria M. Grady, PhD, Assistant Professorial Lecturer, Department of Organizational Science, Columbian School of Arts & Sciences, George Washington University
- Business & IT Alignment: What It Really Means :- Paul Wilkinson, Director, GamingWorksBV
- Tips For Cementing Organizational Change :- Troy DuMoulin, Vice President, Professional Services, Pink Elephant
- Align IT – For Free! :- Niel Nickolaisen, CIO, Western Governors University
- Linking Company Strategy To Portfolio Management :- Marc van der Heijden, Vice President Global IT – Competency Center Sales, Adidas-Group
- Organization Change & ITIL Service Improvement Initiatives: A Look At 3 Models :- Rae Garrett, Principal Consultant, Pink Elephant
- The Neuroscience Of Leading Change :- Samad Aidane, Founder, Guerrilla Project Management
- Using Myers-Briggs To Manage Your IT Project Team :- Bernardo Tirado, CEO and Founder, The Project Box, LLC, Six Sigma Black Belt
- ITSM Parenting: Raising Empowered & Self-Sufficient IT Staff :- Andy White, Principle Solutions Marketing, BMC Software
- Mavens, Connectors, Salesmen – What Every ITSM Leader Needs To Know About Them :- Jack Probst, Principal Consultant, Pink Elephant
- Navigating The Cultural Silos Of The IT Value Stream :- Troy DuMoulin, Vice President, Professional Services, Pink Elephant
- What IT Governance Isn’t :- Rob England, The IT Skeptic
...and many more. These are presentation topics we would seldom have seen five years ago, related to People or Governance. In 2013 there are too many to list.
In addition to these really big shifts, there are some smaller “quakes’ going on, lesser step changes in IT Management, such as
- The Service Management Office 2.0 :- Troy DuMoulin, Vice President, Professional Services, Pink Elephant
- ...and my own humble contribution to ITSM step-change, which I am really really excited about: Applying Adaptive Case Management To ITSM: The Standard+Case Approach
Please indulge me while I rant about that last one, as it is my own personal passion. Not many things get The IT Skeptic all fizzy and enthused, but this does. I think it is a really important change to the way we think about ITSM. Standard+Case is about applying a body of knowledge called Adaptive Case Management to ITSM, synthesising it with your existing process approach. Standard+Case (S+C) applies to anything that requires a human response: there’s either a standard response or there isn’t. If you only look at one new idea this year, look at this one. It is an ITSM game-changer.
If you want to keep tabs on the current evolution of IT, these are all sessions to attend at PINK13.