itSMFI 2016 Forum Focus - December Forum Focus ITSMFIV3 | Page 2
A Word from the International Chair—Shari Brunette
Organizational Change – a success story
We often find the organizational change
component of a project to be “short-cut” as the
project works to implement. This is a story of
successfully integrating key organizational change
components into the implementation of new
processes. I hope you find some ideas to help
your programs achieve greater success.
Building
Change
the
foundation
for
A program was started to deploy Software
Development Lifecycle (SDLC) processes. One of
the first things to do: identify and name an
Executive Steering Committee (ESC) to give guid-
ance, and manage conflicts and priorities for the
program. The ESC realized it needed to establish
several things:
Its purpose -- what was its ‘charter’?
empower the program? Examples of the
guiding principles included:
The “source of truth” for the SDLC
processes would be software tool “Y”
A standard procedure used to escalate
issues from the program for decision
by the ESC
The processes needed to accommo-
date a variety of development
methodologies – from waterfall to agile
The cadence of meetings, agendas and
participants
Guiding principles – what would be the
‘guard rails’ to enable the ESC to
The ESC also knew that it needed to empower
the program to progress while providing
governance in the right areas. To do that, it
established decision rights and accountabilities,
such as:
The program could decide on how pro-
cesses would be designed and
implemented
The program could decide on how to
configure its software tools
If any integration was required between
2 A Word from the International Chair
—Shari Brunette
4 Why Good Governance Makes Good Sense for Growing Good
Chapters
-Bruce Harvey
6 12
13
14
15 The Integral Service Management Model
Dolf J. H. van der Haven
Journey of Seeking for Maturity in IT Jungle
Tarig Khalil
ITSMF International Chapter Directory
itSMF Sweden Roadshow
itSMF New Zealand update
itSMF International Events
16 Professional Service Management Framework—FAQ
18 Professionalism & People—changing the culture of ITSM
Barclay Rae
20 3 Pillars of Exceptional IT Pro
Corry Banks
22 28 The Evolution of ITSM
Doug Tedder
Service Architecture
Bhurana Sriharmohan
The Rocky Road to ITSM Implementation and Beyond…
Why can’t we just get along
Lorie Lynn Wilson
itSMF Denmark Update
29 UK ITSM Award Winners
30 BOOK REVIEW: Run, Grow, Transform: Integrating Business & Lean
IT
Caspar Miller
NNIT Service Portfolio
Flemming Kjaesdam
11
24
27
32
34
Integrating SFIA with other Frameworks
Matthew Burrows
itSMFI Forum Focus—December 2016
this program and other programs, it
would be brought forward to the ESC
for discussion and decision
The program team was accountable to
develop and implement the processes
The functional leadership in the IT
organization was accountable for the
adoption of the processes deployed
Getting clear on definitions,
roles, and accountability
Clarity
for
accountability
of
process
implementation and adoption was very
important to the success of the program. The
program team, comprised of the process owners
and managers, were accountable to develop
good processes.
The IS organization was
accountable to adopt the processes. That meant
that the program needed to define “adoption”
and then describe “done”.
These definitions allowed the ESC to direct and
support the program.
Too often, process
Volume 2— December 2016
PUBLISHER itSMF International
INTERNATIONAL CHAIR Shari Brunette
itSMFI Secretary & Editor Bruce Harvey
[email protected]
CONTRIBUTORS : Bruce Harvey, Dolf J. H. van der Haven,
Tarig Khalil, Corry Banks, Doug Tedder, Bhurana Sriharmohan,
Lorie Lynn Wilson, Caspar Miller, Flemming Kjaesdam,
Barclay Rae & Matthew Burrows
ADVERTISING Bruce Harvey—[email protected]
ADDRESS
Suite 4, 45-51 Ringwood Street
Ringwood Victoria Australia3134
EMAIL [email protected]
WEBSITE www.itsmfi.org