The following question is usually debated a lot amongst IT managers. “With which process should we start when implementing ITIL?” Everybody has their own views, but here are my takes on it.
Some consultants sat that one must start with Service Level Management. Theoretically, it would be the perfect option, but how are you going to negotiate SLA's on your MTTR (Mean Time To Repair) if you are not measuring your MTTR through Incident management. This way you will get an idea of your capabilities and of what a realistic MTTR would be for your support teams. It may however be a good idea to start with a Service Catalogue, but that is only one aspect of Service Level Management and not a process.
A lot of people state that one must start with Configuration management. Again, I think that it would be perfect in theory, but in practice it is a different story. How will you keep your CMDB up to date, if you do not have a mature enough Change management process to keep the data up to date? A discovery tool will help, but there is still information that may need manual updates via Change management, e.g. costs, locations, user’s asset tag nr's etc. Configuration management is also one of the most difficult processes in to implement and show immediate benefits for. It is usually better to start with something easier and something that will show immediate benefit with minimum effort.
The best place to start in my opinion is with Change Management. Gartner reports that 80% of infrastructure failures are caused by changes. So, if you can have ALL your changes under control as soon as possible, a lot of these failures will be prevented. That is definitely a quick win and quick wins is what you want to keep the motivation of support teams up and keep upper management committed to your project. It may be a while to realize the benefits of Service Level Management or Configuration Management.
A good one would also be Incident Management, it is a fairly easy process and you should also be able to gain early benefits.
When Change and Incident management are well on their ways you can start to look at the other processes, especially on the Service Support side.
Oh yes and obviously you will need a Service Desk right from the start...
My take on where NOT to start...
Problem Management - Can't have it without Incident Management
Configuration Management - CMDB will be out of date in no time without Change Management.
Service Level Management - Can start certain aspects, but no baseline without Incident and Change Management to negotiate SLA's with the customer.
IT Service Continuity Management - Difficult and expensive, no quick wins, good to have the CMDB first... Don't get me wrong, it IS important, but not my suggested place to start.
Release Management - You preferably need Change Management first.
Available & Capacity management - Possible to start with, but no real quick wins and more difficult...the ITIL books really get theoretical on these processes.
These are only my views and every IT department will have to look at what’s best for them.
Sunday, January 23, 2011
Inspirational Power
Time management is absolute crucial nowadays where business decisions have to be taken often at the speed of light, leaders have to find spare time to prioritize their actions.
Time is the scarcest of all resources. Leadership should be about developing the ability to inspire people to reach high levels of performance and success. Being able to dream a vision and having the passion to communicate that vision by concentrating the attention at key strategies.
Listening, coaching, and mentoring being an inspiration for others while managing the change culture of your organization. These are the skills and competencies that leaders clearly need to focus on. To achieve this you have to free up time, which, actually seems to be a paradigm in current days. So how can we best cope with this situation?
Managers rarely have time to spot opportunities. Their daily work routine prevents them from taking the first necessary step towards being a Strategic Leader. Developing the capacity to craft an idea and transforming it into reality. First of all you have to believe that you are not unbearable. So why don’t you try and delegate more.
Most cases of, what seems to be, excessive workload are originated, because most managers are not able to influence the flow of their daily demands. It is a question of reacting instead of acting. Managers that take demands for granted and simply respond to them, rarely challenge themselves about the meaning these demands actually have, and if they really make sense or whether one could or should transform them. By being always "under fire," people never find time to ask themselves the vital Leadership question: "Am I busy performing the right actions?" We really need to frequently challenge ourselves about the usefulness for the business of some tasks we are performing. And how can we best monitor the level of importance for the organization that a specific request has? Well, here are 6 Questions that helped me to prioritize projects throughout my working carer. The answering of these questions helped me evaluating the degree of priority for a specific demand or project.
— "What economic benefit will this action bring for the company? — "Is this action aligned with the company's Vision and mission statement?" — “does it fit in the global strategy the company or department is perusing?” — "How will it satisfy stakeholders?" How important is it to your boss, your team, and other interested parties? — "What is my level of passion, skills, and energy for it — "Do we have the resources?" Are there sufficient time, money, and any other necessary resources to accomplish this goal? If you can't bring all six to the table, than probably, you're not going to achieve a high return on your efforts.
That should be one of the criteria that identify a leader, the ability to question routines. The simple fact is that being busy is easier than not. A higher level of adrenaline gives us the perception that we are fully occupied and busy as time is passing by. It is basically a question of being entertained, and most people, we have to admit it, feel more comfortable not having to think about the usefulness of some tasks. Answering to each new demand, providing an answer to the latest request, and complaining about excessive workload is easier than setting priorities, or reflecting about their relevance for the organization. It makes us occupied and people like that status, being the centre of attention, where people constantly ask them for assistance, information, or advice. If the pack is moving in one direction Strategic Leaders need to stop and ask themselves: Why are they (we) doing this?
Strategic leaders deal in different manners with requests and demands than their busy manager colleagues do. They need time to think and reflect. They look cool and relaxed giving the impression of being fully in control of the situation. Rather than simply responding to any issue that gets thrown at them, they handle their demands by:
-Designing a road map of how and when they want to achieve what in their jobs:
1.). For example, rather than keeping general goals in mind such as "sales increase " or "excellent after sales service," , that are no better than wishful thinking , they try to paint a general picture of how this objectives can be achieved, a vivid mental representation of your objectives that includes ways to achieve them. While reacting to demands can be distracting, the kind of personal road map that one needs to create should produce an up- side down effect: It allows us to align short term actions with the long term strategy, so that we can immediately point out our short term priorities and relate them with OUR vision and longer term planning. Such an approach is much more motivational and should produce better results as simply responding and reacting to demands and requests. 2.) Strategic Leadership means that you take a closer look at what you choose to do or not do. That way, you create space for actions that are vital for the organization rather than executing tasks you like or find most familiar or easy. It is important that you leave your comfort zone and try to get used to more unfamiliar tasks. It is therefore important that you as a Strategic leader develop your change management skills and competencies. Set priorities among your tasks, aligning your activities with your Personal Road Map.
3.) Practicing Time management also means monitoring the daily time we spent interacting with others. Reacting blindly and instantly to any demands that pops in is extremely time consuming and even exhausting as this means long lasting face to face discussions, telephone calls , etc. This is one of the main reasons why people complain about the multiple interruptions they face during a regular working day. Management is mostly about Team work, which means that a Strategic Leader must learn when, how and for how long one is available to spent time with his direct reports. We often spend more time then really needed with our direct reports, often because we want others to consider us a caring good boss by being always available. It is important that you provide them the feeling that you are there TO HELP THEM, ADVISE THEM, TO HEAR THEIR NEEDS AND SHARE THEIR CONCERNS, but this should not be at any time, any place and any time. Try to explain them that they have certain hours where Your door should be open for them , or if this is physically not possible due to space constraints ( Open space offices ), then try to get some reserved , restricted time for You to reflect and analyze.
4.) There are managers out there that constantly worry whether they are meeting others' expectations. They want to come under a good light at the group picture.
By trying to please everybody, these managers tend to get absorbed in speculations about what others expect, about the best way to meet those expectations, and the impact of not meeting them. The end result is that these managers fail, because in the quest of trying to please everybody they usually end up pleasing no one and ultimately do not find free time for following their one agenda. Strategic Leaders are aware that they can not meet every-ones expectations; instead they focus on their key stakeholders because these managers have the sensibility to know the influence these stakeholders have. Giving a strong and honest commitment to these key people implies having to say no to most of the less relevant ones. The biggest advantage of this strategy is that by focusing on these strategic stakeholders you can actively shape your actions according to the demands of these persons, and ideally will be to combine this strategy with being proactive. The attack is the best defence, action is better than reaction; Strategic Leaders present their own visions, projects and objectives before their Key Stakeholders come across and present their demands. This is a form of tailoring to your personal goals others expectations. Rather than arbitrarily building a relationship network with many individuals, Strategic Leaders, opposed to what most managers do, deliberately focus their time and effort on building strong and close ties with people who can influence the achievement of their objectives. This is a long term strategy that is based on the build up of solid long term relationships, and Strategic Leaders spend a lot of time developing their personal networks, not without a huge portion of true warmth, respect, and, even some friendship.
Henrique Plöger Abreu has a Master Degree in Business Administration. He has more than 20 Years of working Experience in Sales and Marketing as a B2B Consultant and Public Speaker. He is the President of the L.T.C. a non profit Organization.
Time is the scarcest of all resources. Leadership should be about developing the ability to inspire people to reach high levels of performance and success. Being able to dream a vision and having the passion to communicate that vision by concentrating the attention at key strategies.
Listening, coaching, and mentoring being an inspiration for others while managing the change culture of your organization. These are the skills and competencies that leaders clearly need to focus on. To achieve this you have to free up time, which, actually seems to be a paradigm in current days. So how can we best cope with this situation?
Managers rarely have time to spot opportunities. Their daily work routine prevents them from taking the first necessary step towards being a Strategic Leader. Developing the capacity to craft an idea and transforming it into reality. First of all you have to believe that you are not unbearable. So why don’t you try and delegate more.
Most cases of, what seems to be, excessive workload are originated, because most managers are not able to influence the flow of their daily demands. It is a question of reacting instead of acting. Managers that take demands for granted and simply respond to them, rarely challenge themselves about the meaning these demands actually have, and if they really make sense or whether one could or should transform them. By being always "under fire," people never find time to ask themselves the vital Leadership question: "Am I busy performing the right actions?" We really need to frequently challenge ourselves about the usefulness for the business of some tasks we are performing. And how can we best monitor the level of importance for the organization that a specific request has? Well, here are 6 Questions that helped me to prioritize projects throughout my working carer. The answering of these questions helped me evaluating the degree of priority for a specific demand or project.
— "What economic benefit will this action bring for the company? — "Is this action aligned with the company's Vision and mission statement?" — “does it fit in the global strategy the company or department is perusing?” — "How will it satisfy stakeholders?" How important is it to your boss, your team, and other interested parties? — "What is my level of passion, skills, and energy for it — "Do we have the resources?" Are there sufficient time, money, and any other necessary resources to accomplish this goal? If you can't bring all six to the table, than probably, you're not going to achieve a high return on your efforts.
That should be one of the criteria that identify a leader, the ability to question routines. The simple fact is that being busy is easier than not. A higher level of adrenaline gives us the perception that we are fully occupied and busy as time is passing by. It is basically a question of being entertained, and most people, we have to admit it, feel more comfortable not having to think about the usefulness of some tasks. Answering to each new demand, providing an answer to the latest request, and complaining about excessive workload is easier than setting priorities, or reflecting about their relevance for the organization. It makes us occupied and people like that status, being the centre of attention, where people constantly ask them for assistance, information, or advice. If the pack is moving in one direction Strategic Leaders need to stop and ask themselves: Why are they (we) doing this?
Strategic leaders deal in different manners with requests and demands than their busy manager colleagues do. They need time to think and reflect. They look cool and relaxed giving the impression of being fully in control of the situation. Rather than simply responding to any issue that gets thrown at them, they handle their demands by:
-Designing a road map of how and when they want to achieve what in their jobs:
1.). For example, rather than keeping general goals in mind such as "sales increase " or "excellent after sales service," , that are no better than wishful thinking , they try to paint a general picture of how this objectives can be achieved, a vivid mental representation of your objectives that includes ways to achieve them. While reacting to demands can be distracting, the kind of personal road map that one needs to create should produce an up- side down effect: It allows us to align short term actions with the long term strategy, so that we can immediately point out our short term priorities and relate them with OUR vision and longer term planning. Such an approach is much more motivational and should produce better results as simply responding and reacting to demands and requests. 2.) Strategic Leadership means that you take a closer look at what you choose to do or not do. That way, you create space for actions that are vital for the organization rather than executing tasks you like or find most familiar or easy. It is important that you leave your comfort zone and try to get used to more unfamiliar tasks. It is therefore important that you as a Strategic leader develop your change management skills and competencies. Set priorities among your tasks, aligning your activities with your Personal Road Map.
3.) Practicing Time management also means monitoring the daily time we spent interacting with others. Reacting blindly and instantly to any demands that pops in is extremely time consuming and even exhausting as this means long lasting face to face discussions, telephone calls , etc. This is one of the main reasons why people complain about the multiple interruptions they face during a regular working day. Management is mostly about Team work, which means that a Strategic Leader must learn when, how and for how long one is available to spent time with his direct reports. We often spend more time then really needed with our direct reports, often because we want others to consider us a caring good boss by being always available. It is important that you provide them the feeling that you are there TO HELP THEM, ADVISE THEM, TO HEAR THEIR NEEDS AND SHARE THEIR CONCERNS, but this should not be at any time, any place and any time. Try to explain them that they have certain hours where Your door should be open for them , or if this is physically not possible due to space constraints ( Open space offices ), then try to get some reserved , restricted time for You to reflect and analyze.
4.) There are managers out there that constantly worry whether they are meeting others' expectations. They want to come under a good light at the group picture.
By trying to please everybody, these managers tend to get absorbed in speculations about what others expect, about the best way to meet those expectations, and the impact of not meeting them. The end result is that these managers fail, because in the quest of trying to please everybody they usually end up pleasing no one and ultimately do not find free time for following their one agenda. Strategic Leaders are aware that they can not meet every-ones expectations; instead they focus on their key stakeholders because these managers have the sensibility to know the influence these stakeholders have. Giving a strong and honest commitment to these key people implies having to say no to most of the less relevant ones. The biggest advantage of this strategy is that by focusing on these strategic stakeholders you can actively shape your actions according to the demands of these persons, and ideally will be to combine this strategy with being proactive. The attack is the best defence, action is better than reaction; Strategic Leaders present their own visions, projects and objectives before their Key Stakeholders come across and present their demands. This is a form of tailoring to your personal goals others expectations. Rather than arbitrarily building a relationship network with many individuals, Strategic Leaders, opposed to what most managers do, deliberately focus their time and effort on building strong and close ties with people who can influence the achievement of their objectives. This is a long term strategy that is based on the build up of solid long term relationships, and Strategic Leaders spend a lot of time developing their personal networks, not without a huge portion of true warmth, respect, and, even some friendship.
Henrique Plöger Abreu has a Master Degree in Business Administration. He has more than 20 Years of working Experience in Sales and Marketing as a B2B Consultant and Public Speaker. He is the President of the L.T.C. a non profit Organization.
Incandescence
There lives within every individual a power, an energy, an incandescence of spirit that is being constantly held in check, like a dimmer switch turned way down.
A lifetime of being told: "we are nothing special; to stand out is egotistic and wrong; to conform is necessary; to be different is bad; the collective good must be served even to the determent of our own being; we must support; we must never defy; to question authority is inherently evil; the majority is always right; don't rock the boat;" -- creates an habitual thought pattern of lassitude, often leaving us without any sense of our ability to make a substantial difference and therefore with no real sense of urgency.
Surely it is in the best interest of every organization, every corporation to instill in it's employees a sense of pride, in the organization, in the work force and in themselves. People who are encouraged to take a long hard look at what their company is all about, at what it does to make a difference in the community, the country and the world, will begin to develop a sense of being a valuable part of something important, something worthwhile.
Creating this attitude goes beyond the publication of an idealized mission statement as so often proudly displayed in the lobby for the enlightenment of visitors. The organization must walk its talk to create employee buy in. Pride and loyalty are founded on belief and trust.
When the people at the top believe in the organization and it's people, demonstrating confidence in and respect for every employee, this attitude is emulated all down the line. This is the starting point for taking leadership from the top floor to the shop floor.
Pride in the organization is a starting point. When people are coached and mentored to look objectively at the roles they play within their company and the roles played by their fellow workers, they will learn to recognize that no company can achieve success or make a substantial difference without the effort and contribution of every employee -- including themselves.
When people are proud of their company and of the difference it makes, when they are proud of the accomplishments of their fellow workers, when they are proud of their personal input to the process or product, they must automatically become happier, better, more productive, engaged, workers and they will in turn encourage each other to be even more proud, happy and productive.
When such people are given the freedom to seek out and implement meaningful change, to work together to make a better world, to grow personally and professionally, to sometimes make mistakes and to learn from them, people power becomes an almost limitless force for growth. The incandescent spirit becomes a burning passion for achievement.
A lifetime of being told: "we are nothing special; to stand out is egotistic and wrong; to conform is necessary; to be different is bad; the collective good must be served even to the determent of our own being; we must support; we must never defy; to question authority is inherently evil; the majority is always right; don't rock the boat;" -- creates an habitual thought pattern of lassitude, often leaving us without any sense of our ability to make a substantial difference and therefore with no real sense of urgency.
Surely it is in the best interest of every organization, every corporation to instill in it's employees a sense of pride, in the organization, in the work force and in themselves. People who are encouraged to take a long hard look at what their company is all about, at what it does to make a difference in the community, the country and the world, will begin to develop a sense of being a valuable part of something important, something worthwhile.
Creating this attitude goes beyond the publication of an idealized mission statement as so often proudly displayed in the lobby for the enlightenment of visitors. The organization must walk its talk to create employee buy in. Pride and loyalty are founded on belief and trust.
When the people at the top believe in the organization and it's people, demonstrating confidence in and respect for every employee, this attitude is emulated all down the line. This is the starting point for taking leadership from the top floor to the shop floor.
Pride in the organization is a starting point. When people are coached and mentored to look objectively at the roles they play within their company and the roles played by their fellow workers, they will learn to recognize that no company can achieve success or make a substantial difference without the effort and contribution of every employee -- including themselves.
When people are proud of their company and of the difference it makes, when they are proud of the accomplishments of their fellow workers, when they are proud of their personal input to the process or product, they must automatically become happier, better, more productive, engaged, workers and they will in turn encourage each other to be even more proud, happy and productive.
When such people are given the freedom to seek out and implement meaningful change, to work together to make a better world, to grow personally and professionally, to sometimes make mistakes and to learn from them, people power becomes an almost limitless force for growth. The incandescent spirit becomes a burning passion for achievement.
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