EPISODE 28 SHOW NOTES
Month in Review
Rob’s month in review include the New Zealand Novapay debacle. Complex system steamrolled into production, lack of user training and teachers payrolls now a mess. Heads are rolling and the system receiving massive media coverage in New Zealand. This is great case study for ITSM in how you don’t do Operational Readiness. Operational Readiness should be a practice in its own right along with the other 26 process in ITIL.
New book by Nassim Nicholas – author of the Black Swan – called “Antifragile” has great relevance to the battle between conservation traditional IT production and agile devops IT production. Devops build antifragile systems.
This year Rob wants to reconcile Devops and ITIL.
Simone, Karen and Rob all have presentations proposed for TFT13. We want YOUR votes!
Simone discovers a position called “ITIL Programme Leader”. We all agree that the company should replace the “ITIL” in the title with “ITSM” to allow use of other frameworks.
The team discusses alternatives to physical attendance at conferences.
Karen’s highlight was the news from Chris Dancy that the ITSM podcasts globally have now had 41K listens on Soundcloud alone and trend at 350-500 listens per day. Combined with video and iTunes we are close to 45K monthly listens on all platforms.
Culture and Organisational Change Management
Chris Dancy suggested a subject for the podcast on Twitter – Humanity and Culture – so the team discusses organizational change management (OCM).
OCM is not new. The team discusses why IT and ITSM seem to ignore it so well?
The training and email announcing the change is not enough!
Simone refers to Kirstie Magowan’s blog where she says “Are we all getting so connected and sharing so much that we are losing our own cultural identity and replacing it with a culture of global citizenship?”
We need to understand the audience that we are trying to change. We need to understand where they are on the change journey. We need to employ practices such as ADKAR.
We need to train, coach and mentor management to equip them to transition their people through change.
IT needs to mature to really understand the “people, process and tools” triangle. We have talked about it for many years but still don’t really address the “people” aspect.
The first thing that gets cut from projects, because we are so technology and process focused, is the people aspect. There is never a balance between the three.
Prosci research gives us the selling point for senior management to incorporate OCM in project. OCM delivers higher ROI, achievement within budget and projects delivering on time. For over 2 decades research shows us that 70% of projects fail.
There is a distinction between “installation” of a change and “implementation” of a change. The former is the project’s objective, and the latter is the OCM objective. Projects need to budget to be around for 6-12 months following installation to ensure implementation takes place.
CSFs need to be defined for the cultural and behavioral aspects of a change. Projects should be more than on time, on budget and delivery of functionality.
Training alone is not enough. Training can give people the knowledge but not necessarily the ability. We need to allow people to fail and learn from the failures.
We need to try everything to bring the cynics on the journey. If you can’t change the people you may need to change the people but this should be a last resort. Your biggest cynic could be become your biggest ally if you spend the time.
IT needs to engage with HR to manage the people aspects of change. OCM needs to be incorporated into the project cost so that the project can deliver.
Pick of the Month
Booby(s) of the Month
Developer sacked for outsourcing his entire job to China.
Oracle distributing the ASK.com tool bar with the Java updates.
The team will record the Episode 29 on 27th February 2013.
Suggestions for guests and podcast content to firstname.lastname@example.org