The itSMF Higher Education SIG invites you to attend an online presentation by John Borwick, Manager at Higher Education IT Management, LLC, discussing how to build an organizational capability with practical considerations, and stay energized as the change agent.
How do you cope, and excel, when you know how your IT department needs to evolve but no one else seems to understand? The process of introducing an organization to a new way of doing things can be very frustrating and uncomfortable.
This presentation is a pragmatic complement to improvement frameworks such as the ITIL CSI model and John Kotter’s 8-step change model. This webinar focuses on what it’s like to be the person pushing for change, and how to build short-term wins, “anticipated pains,” and feedback loops to successfully “ride the maturity model wave” from one level to the next.
Speaker Biography: John Borwick has worked in higher education for over 10 years–principally at Wake Forest University from 2003 to 2012, where he was a systems administrator, team lead, assistant director for data delivery, associate director for continual service improvement, director of service management, and finally director of the portfolio management office (including service management and project management).
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How to Ride the Maturity Model Wave
1. How to Ride the Maturity Model Wave
John Borwick
Manager, Higher Education IT
Management, LLC
2. Higher Ed Special Interest Group
• Opportunities to share with – and learn from –
colleagues at other universities that are
implementing IT Service Management
• Addressing the challenges that differentiate
the academic and corporate environments
• Contact the Higher Ed SIG through
HigherEdSIG@itSMFusa.org
3. John Borwick
Higher Education IT Management, LLC
John Borwick, PMP®, is currently the manager of
Higher Education IT Management. Prior to that
he worked in higher education for over 10
years–principally at Wake Forest University from
2003 to 2012.
John knows higher education and he knows IT–
in particular, he knows how to ensure IT
management systems support University
outcomes and the staff responsible for providing
those outcomes.
4. Higher Education IT
Management, LLC
“Helping Higher Education IT effectively deliver
value to campus while minimizing waste.”
One-on-one coaching
Custom engagements
Blog
http://www.heitmanagement.com
5. Agenda
Example of “Riding the Wave”
The context for change, generally
Why “Riding the Wave”?
Models/Frameworks
Making the improvement
Additional resources
6. Example of
“Riding the
Wave”
http://www.flickr.com/photos/teresamorgan/3845888706/
11. Why can change threaten
people?
Don’t understand it
Following rather than leading
Vested interests in the current way
Risk to their power
Power from knowing vs. learning
13. Equilibrate mental models
Help people
learn your
mental models
Understand
where they are
Speak to them
where they are
14. Why
“Riding the
Wave”?
http://www.flickr.com/photos/mikebaird/2599226912/
15. “Riding the Maturity Model
Wave”
Skill
Balance
Focus
Energy-intensive
(Lack of) control
16. Why can this situation be
frustrating & uncomfortable?
No one shares your mental model
You feel like things could be so much better
You’re living in the future state
Just want it done already!
20. ITIL CSI Model
1. What is the vision?
2. Where are we now?
3. Where do we want to be?
4. How do we get there?
5. Did we get there?
6. How do we keep the momentum going?
21. Kotter’s organizational change
model
1. Sense of urgency
2. Guiding coalition
3. Compelling vision for change
4. Communicate the vision
5. Remove obstacles
6. Create short-term wins
7. Build on the change
8. Anchor the change in the culture
27. Stakeholder identification
List stakeholders
Sense of ownership & incentives
Power dynamics
CIO telling stories
Need all levels on board
Quiet != On board
Working with your manager
Stakeholder analysis: what do they care about?
28. Impacted processes
How might the improvement affect other
processes?
How might other processes affect this
improvement?
What new pains will this improvement create?
29. Organizational analysis
Capacity for absorbing change
Ability to understand the change
Revolutionary vs. evolutionary
Risky later vs. up front
33. Negotiator: Quick Wins
Who doesn't want a quick win?
Listen and understand stakeholders
You know the possibilities; they know the
value to them
e.g. creating a listserv that sends opt-in emails
34. Negotiator:
Guiding Coalition
Never begin with a finished draft
Pay attention to how much you are talking.
Questions vs. answers
Position others to take the next step
Understanding the pain that will be created
Letting others connect the dots
35. Other notes on your role
This Is Not About You
Be a facilitator
Patch together process interfaces as they
change
Temporarily do what’s needed to keep the
improvement going
Do rather than talk. Bias towards
experimenting and testing
37. Release Management:
Organic system
(Credit to the Lean Enterprise Institute)
Knock-on effects
Help people effect the change. They become
change agents
“Remove Obstacles”
38. Release Management:
Create feedback loops
Open-Loop
INPUTS Process
OUTPUTS
Feedback
Loop
Closed-Loop
INPUTS Process
OUTPUTS
39. Release Management:
Communications
Formal communications plan
Formal training options
Informal training
Help shift mental models
41. Release Management:
Deliver value as you go
100
% value delivered
80
60
40 All-or-Nothing
Incremental
20
0
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Time
42. Release Management:
Position for Future Success
Understand the pain that will be created
Begin building shared mental models to
address that pain
44. Change management
implementation
Stakeholders
Stakeholders: helps project managers, frustrates
developers. Role of auditor, IT leadership.
Mental models: necessary evil vs. enabling capability
Vision: every change? Review proportional to risk?
Mental models
Quick wins: how can the process help developers?
Vision example of change management helping.
One
Quick wins
Patch together: meeting attendees, one-on-one
training
Things to patch
Future pain: release management, reporting
together
Future pains
45. Change management
implementation
Stakeholders • Project managers
• Developers
• University audit
• IT leadership
• …
Mental models Necessary evil vs. enabling capability, …
Vision Every change? Review proportional to risk? …
Quick wins How can the process help developers?
Celebrate faster time-to-resolve, …
Things to patch Inviting people to CAB, one-on-one training,
together …
Future pains Release management, reporting, …
46. Creating an “Application
Support” Team
Stakeholders
Mental models
Vision
Quick wins
Things to patch
together
Future pains
47. Creating an “Application
Support” Team
Stakeholders • Developers
• Service Desk
• New Application Support team
• …
Mental models Segregation of duties, how to define “support” vs.
“development”, …
Vision No more incidents to developers, …
Quick wins One type of support ticket goes to the new team,
knowledge base entries, …
Things to patch Access levels, who talks with users, …
together
Future pains When to transition work between teams, adding
support teams to project teams, …
48. Review
Example of “Riding the Wave”
The context for change, generally
Why “Riding the Wave”?
Models/Frameworks
Making the improvement
Additional resources
49. Additional Resources
Leading Change by John Kotter
Getting to Yes by Roger, Ury, and Patton
COBIT by ISACA
http://www.heitmanagement.com/surfing