Achieving ITSM Balance

In speaking with colleagues and practitioners, I have found that one of the greatest difficulties for companies to overcome in a Service Management implementation is the desire to be more complex and unbalanced than is absolutely necessary. One of the most basic and underlying elements of good Service Management is the achievement of balance in how we approach the delivery of value to the customers and users through services. Balance helps us to find an equitable point that brings value to the customers and users without throwing out the efforts and actions needed to keep IT going.

When I speak of balance, I am referring to finding the middle ground between extremes. These include balances like the amount of time and effort spent between Incident Management and Problem Management; or perhaps the balance between flexibility and stability; or even the challenges of being proactive versus reactive; customer/service-centric versus technology-centric. There are a multitude of these types of balances and challenges that face an organization trying to use the best practices of Service Management.

An old adage states that “the squeaky wheel gets the grease”. This is true in IT as much as anywhere. We turn our attention to those things and tasks that make the most noise or those people who have the loudest voice. As humans we want to please others. It gives us satisfaction, praise and rewards. However, in simply trying to satisfy every need as quickly as possible in the easiest, most cost effective and timely way we are actually often throwing things out of balance. Sometimes it takes a hard choice to go down the “road less traveled” to find a more stable and effective, efficient and economical balance that brings the greatest value to the customers and users, but does not bring instant gratification.

We could spend all of our time doing Incident Management and resolving service issues and putting out “fires”. But this means a choice not to do Problem Management and gain the benefits of finding problems before they appear or stopping Incidents from constantly recurring. If we put all our time to finding root cause, we will have unresolved issues that impact the value we promised to the customers and users. So the best option is to find a balance between Incident Management and Problem Management that will allow us to resolve issues while spending some of our time being proactive with future potential problems.

To better achieve these benefits of balance we must do several things:

• Identify opposing views or ideas or action sets that exist within our organizations
• Determine the balance or middle ground between the extremes for our individual organizations
• Identify actions we can take now to move towards that middle ground or balance point
• Put those actions into place
• Continually improve by looking for more balances to achieve

Enterprise Glossary

As a Professor, I realized long ago how important words can be. Not just the words themselves but also the definitions and contexts in which those words should be properly used. When we think about the vocabulary of ITSM (and it is quite an extensive technical vocabulary) we must remember that it is vital that we are all using the terminology in the same way. To help us get on the same page for the language of ITSM, one thing an organization can do is to create an enterprise glossary. Such a collection of terms helps people to use terminology and vocabulary correctly and in its proper context. Common usage of terminology also leads to consistency of thinking and action.

A glossary is defined as:

A list of words relating to a specific topic with the definitions of the words provided.

An enterprise glossary is therefore a collection of words used throughout and across an organization or enterprise to help establish consistent definitions wherever the vocabulary might be used. A single documented source of vocabulary helps to build cultural norms and a common vision for an organization.

So how do we establish such a collection of words for specific topics with established definitions? We begin with the words themselves. Every word or term has a three part definition:

TERM: this is the word or term itself, with consistent spelling

DEFINITION: this is the most basic, dictionary derived explanation of the term

CONTEXT: this is the usage of the word or topic to which the term applies

Let’s look at an ITSM example:

TERM: Incident

DEFINITION: a single distinct event (Princeton University Wordnetweb)

CONTEXT: Incident Management—describing a single distinct event in which the delivery of service is currently or may be disrupted or impacted

This example shows that we cannot simply use the word “Incident” in a loose or haphazard way. We must determine the context or situation in which the definition applies. We can then find “real examples” that fit the definition and context. Not everything that happens in IT is an Incident, only those that disrupt or may disrupt service delivery. The various contexts or topics in which words or terms have been, are or could be used are the real heart of the enterprise glossary.

So we gather together all of the words relating to the implementation or use of ITSM within an organization or maybe even a broader context of IT. Once we collect the words in a documented form, we get agreement on the terms, definitions and contexts for each word from a variety of stakeholders and decision makers.

Finally we publish the enterprise glossary in a convenient, accessible location (perhaps the company intranet). Then we ensure that people know about the glossary through awareness and communications efforts. We also verify that people begin using the terminology according to the agreed-upon glossary entries. If people misuse the terms, we must gently but firmly correct them and explain to them the proper context and use of the terms. Point them to the enterprise glossary and explain to people the importance of common terminology.

An enterprise glossary can be a powerful tool to bring consistency, standardization, predictability and structure to you ITSM effort. So do not wait—work on that enterprise glossary today!

Kotter's Principle - Head to Heart

The other day I was researching John P. Kotter’s Eight Steps for Transforming your Organization. This approach for organizational change is discussed in Chapter 8 of the Continual Service Improvement (CSI) book. While I was exploring his website: http://www.kotterinternational.com, I came across one of his principles which discusses how to present your vision for strategic change. Communicating the corporate vision for change out to an organization is a critical success factor for the adoption of IT Service Management. I agree with Kotter’s principle that not only do you have to speak to the “Head” but you have to speak to the “Heart”. I am extremely passionate about ITSM and the benefits of CSI. The following quote from his website really spoke to me:

“People change because they are shown a truth that influences their feelings, not because they were given endless amounts of logical data. When changing behavior, both thinking and feeling are essential. Highly successful organizations know how to overcome antibodies that reject anything new. But first, a process of change must happen that uses both the head & the heart.

To change successfully, people need to be able to both think and feel positively about what they need to do. Without addressing both sides, change is less likely to occur.”

Included below is Kotter’s guideline for putting together a presentation on communicating your vision. By improving our ability to change, we will increase our chances of success, both today and in the future. Without this ability to continually improve, organizations cannot thrive.

Checklist for Speaking to the Head and Heart

• Compelling story
• Use of metaphors, analogies and imagery
• Use simple language and avoid jargon and acronyms
• Communicate with what you DO not just what you SAY
• Frequent, consistent and aligned communication
• Energy and enthusiasm is infused throughout
• Careful use of data - do not overuse!
• Do your homework to understand what people are feeling
• Rid the channels of communication from junk so that important messages come through
• High level of visibility
• Bring the outside in