Implementing ITSM software and processes is not enough to ensure ITSM success. They must be broadly accepted and adopted by business users, power users and decision makers. Learn about the steps Intermountain Healthcare takes to enable Continual Service Improvement leading to successful adoption of ITSM. They share personal experiences and other real world examples, detailing the tricks and the treats of user adoption. For more information on Management Cloud solutions from CA Technologies, please visit: http://bit.ly/1wEnPhz

1. ca Intellicenter
Tips for Driving User Adoption
and Satisfaction of ITSM
Dan Larsen
ICX25S #CAWorld
Intermountain Healthcare
Service Management

2. 2
© 2014 CA. ALL RIGHTS RESERVED.
Abstract
Implementing ITSM software and processes is not enough to ensure ITSM success. They must be broadly accepted and adopted by business users, power users and decision makers. Hear about the steps Intermountain Healthcare takes to enable Continual Service Improvement leading to successful adoption of ITSM. They will share personal experiences and other real world examples, detailing the tricks and the treats of user adoption.
Dan Larsen
Intermountain Healthcare
Service Management

3. 3
© 2014 CA. ALL RIGHTS RESERVED.
Agenda
INTRODUCTION
FACTORS FOR SUCCESSFUL ADOPTION
CONCLUSION –Q & A
HOW INTERMOUNTAIN DID IT
REALITY CHECK
SO WHAT DO YOU REALLYTHINK?
1
2
3
4
5
6

4. 4
© 2014 CA. ALL RIGHTS RESERVED.
A Look at Intermountain Healthcare

5. 5
© 2014 CA. ALL RIGHTS RESERVED.
ITSM at Intermountain Healthcare

6. 6
© 2014 CA. ALL RIGHTS RESERVED.
Bio
Dan Larsen is on the Service Management team at Intermountain Healthcare and has an extensive background in corporate training. He has developed curriculum and facilitated instructor-led training for numerous Service Management processes. His degrees in education and history of the entertainment industry ensure an entertaining, engaging and enlightening experience.
Dan Larsen
Intermountain Healthcare
Service Manager

7. 7
© 2014 CA. ALL RIGHTS RESERVED.

8. 8
© 2014 CA. ALL RIGHTS RESERVED.
John P. Kotter
–Emeritus Harvard Business School Professor
–Authority on Leadership and Change
–Best-selling author
Our Iceberg is Melting
The Heart of Change
Leading Change
–Developed the 8 Step Process for Leading Change

9. 9
© 2014 CA. ALL RIGHTS RESERVED.
A.A change in the climate
1.Creating a sense of urgency
2.Forming a guiding coalition
3.Creating a vision
B.Power to the people –involving the organization
4.Communicating the vision
5.Empowering others to act on the vision
6.Planning for and creating short-term wins
C.Keep the momentum going
7.Consolidating improvements and creating more change
8.Institutionalizing the change
Leveraging John P. Kotter’sEight-Step Change Model

10. 10
© 2014 CA. ALL RIGHTS RESERVED.
1.Creating a sense of urgency
–Driven by BUSINESS needs
–“What if we do nothing?” –Identify threats and opportunities
2.Forming a guiding coalition
–Senior Management support
–Involving the right people across the board (customers, IT, management)
3.Creating a vision
–What is Service Management?
–What can it do for me?
–Define our combined vision
A Change in the Climate

11. 11
© 2014 CA. ALL RIGHTS RESERVED.
4.Communicating the vision
–Newsletters, posters, intranet, meetings, seminars
–Apply to every aspect of the company
5.Empowering others to act on the vision and removing barriers
–Implement dynamic change leaders
–Identify clear goals
–Address negative feedback and attitudes
6.Planning for and creating short-term wins
–Identify and visibly reward success early
–Implement inexpensive projects with guaranteed success
Power to the People –Involving the Organization

12. 12
© 2014 CA. ALL RIGHTS RESERVED.
7.Consolidating improvements and creating more change
–Create short-, medium-and long-term wins
Short –immediate benefit and gains
Medium –working processes in place
Long –fully integrated, self-learning and improvement built in
–Bring in fresh, new players to the team
8.Institutionalizing the change
–The new normal (part of everyday practice)
–Continued leadership support
–Cultural integration (new employee training, new hires with ITSM experience)
Keep the Momentum Going

13. 13
© 2014 CA. ALL RIGHTS RESERVED.
START WITH “WHY?”
A standardized vocabulary –ITIL
Realistic expectations (Patience)
Tie success to performance reviews
Phased implementation
Measurement
Training (and cross training)
Suggestions for Increasing Your Potential for Success

14. 14
© 2014 CA. ALL RIGHTS RESERVED.
Consensus vs. mandatory implementation
Clear roles and responsibilities
Governance
Determine business needs and THEN look for tools
Leave successful processes ALONE
Constant feedback
More Suggestions for Success

15. 15
© 2014 CA. ALL RIGHTS RESERVED.
How Intermountain Did It
–Infrastructure
Created Service Management department
Understood business needs and goals prior to looking for solutions
Created a diverse team that researched various SM solution providers
–Hands-on demo’s and Use Cases
–Communication
Flyers, newsletters
Open house
Online demonstrations with interactive Q&A

16. 16
© 2014 CA. ALL RIGHTS RESERVED.
How Intermountain Did It –cont’d
–Training
In-person and online modules
–Support
Dedicated resources during and immediately following rollout
Service Desk training and support
–Evolved
Reorganized Service Management team into a customer-facing process and a technical team
–Feedback
Proactively solicited opinions and suggestions and made adjustments

17. 17
© 2014 CA. ALL RIGHTS RESERVED.
Communication Timeline
Event
OCT
NOV
DEC
NewsletterCommunication
WebExSessions
OpenHouse
Go Live

18. 18
© 2014 CA. ALL RIGHTS RESERVED.
Reality Check

19. 19
© 2014 CA. ALL RIGHTS RESERVED.
ITSL(IT as a Second Language)

20. 20
© 2014 CA. ALL RIGHTS RESERVED.

21. 21
© 2014 CA. ALL RIGHTS RESERVED.

22. 22
© 2014 CA. ALL RIGHTS RESERVED.
Adapting to Change

23. 23
© 2014 CA. ALL RIGHTS RESERVED.
So what do you really think?
Post implementation feedback activities
–Questionnaires
–Surveys
–Interviews
What is the BEST indicator and feedback?
Steps to ensure honest feedback

24. 24
© 2014 CA. ALL RIGHTS RESERVED.
Summary
Start with the “Why” and stay with the “Why”
Involve customers in every stage
Communicate (no buzzwords)
Feedback, feedback, feedback
A Few Words to Review

25. 25
© 2014 CA. ALL RIGHTS RESERVED.
For More Information
To learn more about Management Cloud, please visit:
http://bit.ly/1wEnPhz
Insert appropriate screenshot and textoverlayfrom following“More Info Graphics” slide here; ensure it links to correct page
Management Cloud

26. 26
© 2014 CA. ALL RIGHTS RESERVED.
For Informational Purposes Only
© 2014CA. All rights reserved. All trademarks referenced herein belong to their respective companies.
This presentation provided at CA World 2014 is intended for information purposes only and does not form any type of warranty. Some of the specific slides with customer references relate to customer's specific use and experience of CA products and solutionssoactual results may vary.
Terms of this Presentation