1. Copyright 2007, Integrated Solutions Management Organizational Change – Getting Control of Your Own Destiny www.ismonline.com

2. Integrated Solutions Management Presentation Objectives Copyright 2007, Integrated Solutions Management Realities of Organizational Change Tools/Techniques to Support Organizational Change What Can You Control – What Do You Need from Others Plan of Action to Move Forward toward Successful Outcome Answer Questions

3. Integrated Solutions Management Corporate Background / Customers Copyright 2007, Integrated Solutions Management Enterprise/IT Transformation IT/Business Alignment and Governance Process Engineering and Automation Organization Change Management Service/Asset Management Service Management Asset Management Relationship Management Solution Management Project Management Project Management Office Solution Lifecycle Services

4. Integrated Solutions Management Copyright 2007, Integrated Solutions Management Setting the Stage – Email Monday 8 AM To: You From: CIO or IT Director Subject: ITIL Implementation “I have signed you up to attend ITIL Foundation Training next week and when you return, I expect you to implement ITIL within 90 days to improve service and support delivered to our customers. Shortly after returning from the training, please provide me with your plan of action and report progress toward this goal on a weekly basis.” What to Do? Re-read email several times (Check who it is really from) Take several deep breathes Check Lottery results from the weekend Get a drink – Go to the bathroom – Talk a walk

5. Integrated Solutions Management Copyright 2007, Integrated Solutions Management The First Steps... “The first steps one takes should help set the direction one is planning to go, and that direction should lead to the desired outcome”. Anonymous First steps – TBDFirst steps – TBD Direction – TBDDirection – TBD Desired outcome – Improved service and support delivered to our customersDesired outcome – Improved service and support delivered to our customers Key Question: How do you address the Challenge and have a Successful Outcome, for Yourself and Your Organization? DesiredOutcome Starting Line

6. Integrated Solutions Management Copyright 2007, Integrated Solutions Management Desired Outcome: Improved IT Service Delivery Performance Time What Makes up IT Service Delivery? Technical Infrastructure Business Applications Data / Information Organization Structure Business Processes IT Software Tools Data Repositories Measurements / Metrics Current Service Delivery Improved Service Delivery Organization Change Required !

7. Integrated Solutions Management Copyright 2007, Integrated Solutions Management What Control do You Have Over? Technical Infrastructure - Business Applications - Data / Information - Organization Structure - Business Processes - IT Software Tools - Data Repositories - Measurements / Metrics - Improved IT Service Delivery and Support requires some types of Behavioral Change from all Associates within IT and across the Enterprise – Requires Total Team Effort !

8. Integrated Solutions Management Copyright 2007, Integrated Solutions Management Background Info: Food for Thought  Through 2010, 75% of IT Organizations will seek to formalize their day-to-day Service Delivery and Support Processes to build in repeatability and consistency. (Gartner)  More than 30% of IT Organizations will utilize ITIL Framework to standardize IT Service and Support. (Gartner)  Through 2010, ITIL education and interest in adoption will intensify, but most IT Organizations will implement as little as 15% of the total ITIL Framework. (Gartner)  Less than 30% of the required information to define an IT Management System is provided from Best Practices (e.g., ITIL Framework) – The remaining information is assembled from within the organization.

9. Integrated Solutions Management Copyright 2007, Integrated Solutions Management Background Info – Gartner’s Findings  Following a defined ITIL Implementation Roadmap, Initial Investment improves Services Levels, Resource Management, and Workloads within Six (6) Quarters (Note: Requires 15+% Increase in Costs in Foundation-Building Stage)  Substantial Reductions in Costs (up to 28%) achievable over Twelve (12) Quarters – Must Change the IT Business Model to achieve reduction  Achieving Level 3 Maturity (Repeatable and Consistent Performance across IT Organization) is Reasonable within Timeframe Gartner Symposium 2005

10. Integrated Solutions Management Copyright 2007, Integrated Solutions Management The First Steps You Should Take... Know Your Strengths and Limitations  Are You Process-Oriented?  Are You Project-Oriented? Will Need to identify other potential Team-Mates with Complimentary Strengths and Skills Familiarize Yourself with the ITIL Framework  Service Support Processes (Build the Foundation)  Service Delivery Processes (Support Processes are Prerequisites) Develop initial Assumptions regarding Current Service Desk Toolset to Automate ITIL-based Processes  Stay with the Current Service Desk Toolset  Upgrade or New Service Desk Toolset But Remember: Must define Processes First, then Match to Toolset

11. Integrated Solutions Management Copyright 2007, Integrated Solutions Management Planning Tools for Organization Change  Organization Change Management  Redesign Business Processes, Associated Jobs and Procedures  Changing Systems and Technologies to Support New Processes  Training People on New Responsibilities  Removing Organizational Barriers to Change  Marketing and Communications Strategy and Plan  Building the Case for Change  Motivating Stakeholders  Communicating Honestly and Frequently  Planning Effectively  Measuring Performance

12. Integrated Solutions Management Copyright 2007, Integrated Solutions Management Planning Tools for Organization Change (Removing the Emotion)  The Seven “S’s”  McKinsey Model – How /Why Organizations Perform as they do  Before Change, Delicate Balance  In Planning Change, Consider All Seven S’s to ensure Maximized Benefits with Minimized Disruption  Stages of Maturity  Measure Current Performance  Define Target Performance  Develop Plan to “Bridge the Gap”

13. Integrated Solutions Management Copyright 2007, Integrated Solutions Management Organization Change - Strategy  Defines the WHY and the WHAT  Business Drivers to Change (WHY)  Define/Manage Customer Expectations  Implement Service Level Agreements  Enterprise Alignment to Improve Agility, Scalability, Adaptability  Reduce Total Cost of Ownership (TCO)  Change Sourcing Model  Desired Outcomes and Timeframes  Management Vision and Priorities, Resource Commitments, Investment Assumptions (Initial, On-Going)  Where is it on the Radar Screen?  Not on Radar or on the Edge – Hobby (Little Chance of Success)  In the Center of the Screen – Committed Project (Has Chance for Success – Must Stay the Course over Long Period of Time)  Relationships with Other Improvement Initiatives

14. Integrated Solutions Management Copyright 2007, Integrated Solutions Management Strategy – Control Assumptions  Strategy must be Set and Fostered by the Organization’s Leadership  Must “Pull” the Organization up Resistance Change Curve  Determine if “Strategy” Statements or Documents (The Why and the What) exist on:  Improving IT Service Delivery and Support  Leveraging ITIL Best Practices (or any Best Practices)  Implementing Service Levels – Measurements / Agreements  If not, Leadership must define the Strategy or this Initiative has Little Chance of Success… Direct Control

15. Integrated Solutions Management Copyright 2007, Integrated Solutions Management Organization Change - Structure  Improving IT Service and Support Affects All Associates within the IT Organization – All Functions and Workgroups  Process Flows, Roles, and Responsibilities must be defined End-to-End across IT Organization and including Customers and Vendors  Redefine Job Descriptions based upon Process Responsibilities  Process Ownership and Management must be defined for Key Processes and Systems (not just Systems Administrators)  All ITIL Processes  Service Desk Toolset and Supporting Tools (e.g., Discovery, Remote Control, Monitoring) / Repositories

16. Integrated Solutions Management Copyright 2007, Integrated Solutions Management Structure - Control Assumptions  Process Owners and Process Managers must be Assigned early in ITIL Implementation Project  Process Owner:  High in Organization (Must Command Respect)  Process is Designed, Implemented to meet Objectives  Process is Measured and Continuously Improved  Process Manager:  Involved in day-to-day Management of Process  Handles Exceptions and Facilitates Meetings  Measures Process – Recommends Improvements  If not Assigned early or at all, this Initiative has Limited Chance of Success… Direct Control

17. Integrated Solutions Management Copyright 2007, Integrated Solutions Management Organization Change - Systems  Requires redefinition of current Processes (e.g., Incident Ticketing) and Integration with New Processes  Requires an Integrated Service Management Toolkit for effectively implementing ITIL Processes (If the Service Desk Toolset is not ITIL-based, will have to make up the interaction with people and processes)  Requires Common Service Management Category / Classification Model implemented into the Service Desk Toolset for Incidents, Problems, Service Requests, Changes, Service Levels, etc.  Requires a well-defined Configuration Management Process and Database (CMDB) to Support execution of all ITIL Processes

18. Integrated Solutions Management Copyright 2007, Integrated Solutions Management Systems – Control Assumptions  Status of Current Service Desk Toolset to support ITIL Initiative must be determined early  Stay with the Current Service Desk Toolset  Define Process Requirements first (e.g., How the Process is to Perform), then Map to Toolset  Upgrade Current Toolset or New Service Desk Toolset  Define Process Requirements first, then use to select New Service Desk Toolset or Map to Service Desk Toolset upgrade product  If Process Requirements are not defined in detail first (without influence from the Service Desk Toolset), Capabilities and Benefits of ITIL Framework will be minimized and Desired Outcome could be Impacted Direct Control

19. Integrated Solutions Management Copyright 2007, Integrated Solutions Management Staff/Skills – Control Assumptions  Improving IT Service Delivery and Support Affects All Associates within IT Organization  Consider Leveraging Outside Experts to provide Experience, Tools and Techniques to improve Project Quality and Execution  All IT Functions Must Actively Participate  During Process Definition, Consider Staff and Skill Requirements – Document Assumptions for Management Action  If all IT Functions are not represented in Definition of the Processes, and if the Representatives do not Communicate / Explain the Changes to their fellow Associates, the Associates will Resist any Changes to their Day-to-Day Jobs – Initiative may Fail Direct Control

20. Integrated Solutions Management Copyright 2007, Integrated Solutions Management Style/Shared Values - Assumptions  Leadership establishes Management Style (e.g., Collaborative, Command and Control)  Must understand and Leverage Management Style  Mgmt Style could Change with Change of Leadership  Shared Values (Culture)  How Organization behaves without defined Processes and Procedures  Must understand and Leverage Shared Values  Because Style and Shared Values are Difficult to Change in Short-Term, Could be a deterrent to Organization Change Style - Limited Control Culture – No Control

21. Integrated Solutions Management Copyright 2007, Integrated Solutions Management Planning Assumptions (Moving from Here to There)  Performance Improvement is a “Journey”, Not a Project  Know Where You Are – Know Where You are Going – Know How to get There – Know When You got There  Do an Assessment of How Organization is Currently Performing (by Process)  Determine how the Organization will be performing when achieving the Desired Outcome (by Process)  Develop a Phased Approach to “Bridge the Gap”  Phase I – Building IT Service and Support Foundation  Phase II – Improving IT Service and Support Performance  Phase III – Delivering Business Value to the Enterprise Desired Outcome Project Start 6 Months 12 Months 18 Months

22. Integrated Solutions Management Copyright 2007, Integrated Solutions Management Key Concepts - Final Thoughts  Do not Panic – Understand where this Initiative is on the Radar Screen  Performance Improvement Initiatives must be set up to Succeed, Not to Fail – Must be/remain a High Priority with Leadership and an on-going Investment transcending Budget Periods  Use the Organization Change Tools and Techniques to determine Who has What types of Control over all Aspects of the Initiative  Leverage your ITIL Framework Knowledge and prepare a Quality Plan of Action to ensure Success for Yourself and the Organization Desired OutcomeSeven “S’s”Organization Change MgmtStages of Maturity

23. Integrated Solutions Management Copyright 2007, Integrated Solutions Management Thank You QuestionsAndAnswers www.ismonline.com