Seven Steps for Success The right way to implement a new IT Service Management (ITSM) tool Thoughts from Barclay Rae for Cherwell Software
Hurray! We ve selected a new tool. Job done. It s easy to think that after a long selection and procurement process, the job of implementing an IT Service Management tool is done or nearly done. This is far from the truth. This is where the project starts and where you need to make it work.
A tool won t deliver improved service quality, but the right vendor might help you achieve it. (Think partnership not product.)
Vendors & Implementers Be clear. What does your customer want from this project? How will you manage this? How will you set and achieve expectations? Focus on your customer s business goals. Don t simply take instruction from staff who may have their own requirements or needs that don t fit the business goals. Demonstrate quality and integrity in what you propose. This is realistic and achievable, and we fully understand your requirements. Deliver knowledge and expertise. Don t expect your customer to specify everything exactly as he or she expects to see it. Act in a consultative role. Show your customer simple solutions, and point out gaps where decisions need to be made.
Buyers Leverage your knowledge and value during the implementation process. Be clear on your business objectives. What measurable improvements or capability will the tool bring? How will success be measured and communicated? How will we work with the vendor? The vendor and its approach is equal to the tool and its functionality. Are they a good fit for our organisation? Do they understand our needs and goals? Can we work with them and their team? Regard your vendor as a trusted advisor.
Both Parties Work together to help and support each other. Fill in the gaps where actions and/or resources are missing. Engage in a spirit of mutual engagement and teamwork.
Stop. Sorry for the interruption. We d like to share an example about teamwork and partnership. At the 2013 UCISA Support Services Conference, Cherwell customer Nici Cooper from the University of Wolverhampton likened Service Desk tool selection to dating. Yes, dating. Nici and Cherwell s Peter Andrew shared some of their key, teamwork lessons learned : collaboration, honesty, long-term view. Exactly what you would expect when describing a positive partnership. Yes, a partnership can exist between a vendor and a customer. Cherwell and the University of Wolverhampton learn from each other, grow together and share and celebrate each other s achievements.
Good project management and open, collaborative teamwork will determine success more than technical capability or ITSM/ITIL process adherence.
The real challenge Risk Management the biggest area missing from ITSM projects. Look at each other s resources, capabilities, skills, people, etc. Make an assessment of the level of risk associated with the engagement. Make contingency plans to avoid disappointments. Time and attention paid to project management and governance helps to ensure success.
Welcome to ITSM Goodness Seven practical steps to ensure success
It s difficult to challenge someone s authority, but this is where relationships are key. You need to be able to openly raise issues across both organisations. Vendors Engage across the customer organisation Solve the customer s problems Encourage customer engagement Demonstrate understanding of issues Risk assessment/culture fit? Clients Arrange 1-2-1 meetings on improvements Let them use their own words Keep the meetings short Ask them about specifics date, times, key people Get out and observe Risk assessment/culture fit? Engage and listen to customers
It s a massive bonus to any vendor, regardless of how good its technology is, to have good people in place committed to delivering business outcomes. Vendors Support a Service First approach Provide guidance and practical learning Be clear on project logistics, structure, people, roles, responsibilities Promote engagement at all levels Use your emotional Intelligence Clients Build and visualise a simple view of services Organise into a relevant, useful structure hierarchy Start to populate the services with information Use this as the data store for other service documentation Think outputs/metrics Engage and Listen to Customers Build a structure of services based on business outcomes
A Service Desk should not just be a token gesture staffed with friendly people. Your Service Desk is the flagship for all of IT support it. Vendors Nudge to ensure the Service Desk is fully involved Spend time on the ground to build trust and quality Show the Service Desk the bigger picture Clients Get in control of statistics and motivation Get the department on side and get authority Make tools and processes work for you Build a Service Desk code of conduct Make it an aspirational place to work Be clear on basic rules and goals Know your stats, but keep an eye on the bigger picture Engage and Listen to Customers Invest in the Service Desk Build a structure of services based on business outcomes
Problem Management the dark horse no one does terribly well or consistently well across the industry. Vendors Encourage to ensure this gets done and built in Challenge customers on approach Engage at senior levels Show how it works Get Problem Management working Engage and Listen to Customers Invest in the Service Desk Build a structure of services based on business outcomes Clients Successful problem management will start to turn things around Think role and person more than process Top 10 department problems what are yours? Visibility helps to find solutions Too often seen as administrative Analysis should lead to how to resolve Needs clout and strong communications/ project managment skills
We overcomplicate things present in a way people understand. Simplify and clarify the basics of what we re doing. Our challenge is: How can we simplify and make it work? Vendors Clearly explain potential or inputs/outputs Take initiative to produce reports the customer wants Hand over report writing skills Show value across stakeholders Engage at senior levels Report on useful stuff Invest in the Service Desk Build a structure of services based on business outcomes Get Problem Management Working Clients Use the service structure and business input to drive reporting Get a single page RAG view and work backwards Give teams and individuals the right information for them Establish a variety of regular reporting views and outputs Don t give your customers stuff just about what you do Keep checking and reviewing for relevance Engage and Listen to Customers
It s not just about the Service Desk. Everyone has a part to play, and this needs to be made clear and managed with governance. Get all of IT working together Engage and Listen to Customers Invest in the Service Desk Build a structure of services based on business outcomes Get Problem Management Working Report on useful stuff Vendors External perspective and influence Clients need your help to inform, train, argue, engage Clarity on resources and technical info/data needed Ownership Emotional Intelligence Clients It s not just the Service Desk It s not just about process governance is key Processes, RACI, etc., must be end-to-end Use reporting to highlight issues across teams Establish common goals and visions Iron fist, velvet glove management and common sense Ownership, Ownership, Ownership
Success needs to be communicated and marketed. We ve done a good job! Change and sell the pitch Get all of IT working together Engage and Listen to Customers Invest in the Service Desk Build a structure of services based on business outcomes Get Problem Management Working Report on useful stuff Vendors Use marketing resources to drive customer approach Clients need your help to explain, simplify, visualise Joint approach shared success Clients Define and promote success Establish and communicate good stories Simplify and visualise Think of the audience you are communicating to Produce glossy and fun versions of the message Check the message is being heard Communicate success and value Keep on doing this
One... Two... One plan One set of objectives One steering group One set of success criteria One team One approach One customer/sponsor Two risk assessments Two groups of resources Two different cultures Two organisations with communication needs Two points of contact
Final thoughts to ponder Everyone in the IT organisation should spend time on the Service Desk. When the CIO does, things change. Customers see servers as waiters and architecture as buildings we don t speak the same language as our customers.
About Barclay Rae Barclay Rae is an experienced ITSM mentor and business manager. During the past 25 years, he has worked on approximately 500 ITSM projects. Barclay started his professional life on the operations side of IT, setting up and running Help/ Service Desks. Since then, he has worked for a number of ITSM organisations and was the MD of e2e Customer Services for 10 years up until 2004. Barclay is the writer and presenter of ITSMTV, including the Service Desk Inspector series. He also participates in the ITSM Rest of the World weekly podcast. www.barclayrae.com www.itsmgoodness.com BJR@barclayrae.com http://uk.linkedin.com/in/barclayrae http://twitter.com/barclayrae (@barclayrae)
About Cherwell Software Cherwell Software is one of the fastest growing IT service management software providers. It is passionate about customer care and creating innovative technology built upon yesterday s values. It s award-winning, flagship product, Cherwell Service Management is positioned on the 2013 Gartner Magic Quadrant for ITSSM tools and is recognised by Forrester Research as one of the top three enterprise SaaS ITSM tools worldwide. Learn more at www.cherwell.com. Better Culture. Better Technology. Better Stories.