ITIL and Organizational Change

ITIL and Organizational Change

PAMELA ERSKINE
Copyright Date: 2013
Published by: IT Governance Publishing
Pages: 133
https://www.jstor.org/stable/j.ctt5hh7c0
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  • Book Info
    ITIL and Organizational Change
    Book Description:

    In ITIL® and Organizational Change, Pamela Erskine analyzes some of the reasons why organizations fail to realize the benefits of ITIL and offers practical ways to avoid these pitfalls. She examines ways to clear the many hurdles that can obstruct progress and investigates how to improve acceptance of change in the workplace. Drawing on her many years of experience, Pamela discusses five different models of organizational change and explains how to select the most suitable approach for your project and your organization. Real-life examples bring the theories to life.

    eISBN: 978-1-84928-423-3
    Subjects: Technology, Management & Organizational Behavior

Table of Contents

  1. Front Matter
    (pp. 1-4)
  2. PREFACE
    (pp. 5-5)
  3. ABOUT THE AUTHOR
    (pp. 6-6)
  4. ACKNOWLEDGEMENTS
    (pp. 7-8)
  5. Table of Contents
    (pp. 9-10)
  6. INTRODUCTION
    (pp. 11-12)

    Why do some organizations fail to realize the benefits of the Information Technology Infrastructure Library (ITIL) after implementation?

    Implementation of the IT Infrastructure Library or ITIL principles and processes can be transformational to the IT organization and, ultimately, the business, however, it is common for organizations to apply the ITIL best practices, yet never realize the benefits of the implementation.

    ITIL is a best practice framework. It enables IT Service Management (ITSM). The ITIL framework is meant to be customized based on the organization. When implemented effectively, the positive results can be dramatic with the overall business benefiting, as they...

  7. CHAPTER 1: HOW WAS ORGANIZATIONAL CHANGE ADDRESSED DURING THE PROJECT?
    (pp. 13-20)

    Depending on the size of the ITIL-related initiative, a change in attitude and behavior was probably required. Organizational change, which includes behaviors and attitudes, as well as culture, is often a very slow process, but it can be achieved through effective organizational change management. It can take planning and a lot of patience.

    Shifts in behaviors and attitudes are difficult at best. Within an organization, there are shared values and beliefs. When large groups of people apply the same value or belief system to an organization, all areas of an organization are affected. New staff joining the organization quickly adapt...

  8. CHAPTER 2: ORGANIZATIONAL CHANGE
    (pp. 21-29)

    If the present state of condition shifts to a new state - change has just occurred. ITIL-related implementations can represent a major shift in how work is done. The extent of the change varies from company to company.

    There are numerous books on employee motivation. The changes that need to occur within the organization affect employees at all levels. Change scares most people. Unbelievably, change scares people at all levels. Most likely, they won’t admit it. They don’t even realize that they are afraid to make a change.

    When a change occurs, learning needs to take place. We need to...

  9. CHAPTER 3: ORGANIZATIONAL CHANGE MODELS
    (pp. 30-71)

    There are several organizational change models. A quick search of the Internet will show that there is an abundance of information available. In this book, we’ll focus on the basics of five models. From the author’s perspective, some models complement each other and they can be used in tandem. Each model can easily be applied to an IT service management initiative. Some models focus more on employee-related goals associated with change, while others may focus more on ensuring a 360-degree understanding of the change, or techniques for managing resistance. Based on the overview of the models and the culture of...

  10. CHAPTER 4: SELECTING A CHANGE MODEL
    (pp. 72-82)

    There are many change models. Some are more complex than others. In this book, we’ve reviewed five different models each focusing on organizational change, yet in some cases, they take a very different approach. Which change model is right for the ITIL initiative?

    ADKAR which addressed:

    awareness

    desire

    knowledge

    ability

    reinforcement

    Six Change which spoke of:

    education and communication

    participation and involvement

    facilitation and support

    negotiation and agreement

    manipulation and co-option

    explicit and implicit coercion.

    Freeze Change which included:

    preparing the organization for change

    the actual change

    freezing the changes.

    McKinsey 7S which involved addressing:

    strategy

    structure

    systems

    shared values...

  11. CHAPTER 5: ACCOUNTABILITY
    (pp. 83-89)

    Regardless of which change method or model is used, it is easy to overlook a key aspect of organizational change that is critical to success. It is under-emphasized in the various change models and, in some cases, not addressed at all. It is accountability.

    Without visible accountability, the changes being implemented will only partially be successful, if they are successful at all.

    So, how does one define accountability? Take a few minutes now to really think about it. Are you holding people accountable? What does it mean to hold someone accountable? Are you an accountable person? When was the last...

  12. CHAPTER 6: PLANNING
    (pp. 90-108)

    We’ve talked about organizational change, the value proposition, some change models, and the importance of accountability. How is all of this information brought together in a plan to address the organizational change required for an ITIL implementation?

    In the course of this book, three plans have been mentioned. The project plan is meant to clarify, define, and track the course of the project. Project planning is a specialized area which is not covered in this book. It is assumed that a project plan is being used to manage the ITIL implementation. Project management is a best practice and is foundational...

  13. CHAPTER 7: IMPORTANT ROLES
    (pp. 109-113)

    Now that you have a solid start on the change plan, it is time to consider the implementation. Whether you are ready to actually begin the implementation, or you have inserted a placeholder in the project plan for organizational change-related activities, additional planning is necessary to ensure success.

    An important aspect of organizational change entails determining the owner of the organizational change activities. Within almost every stage of the implementation, there are change activities occurring. Who is ultimately responsible for ensuring those tasks occur? Perhaps it is the project manager who is driving the project and ensuring tasks are complete....

  14. CHAPTER 8: REALIZING THE BENEFITS AFTER THE FACT
    (pp. 114-117)

    Every IT organization has some aspects of ITIL long before they embark on a journey to improve their processes, or to conduct a formal implementation. ITIL is merely a structured, documented set of best practices. Most organizations have some way of responding to incidents and requests, and, usually, even if the organization did not undertake any type of ITIL-related initiative, there is some commonality in how they handle an incident or a request and the ITIL best practices.

    Naturally, organizations often set out to improve processes, yet, at times, processes seem to get worse, or a change does not occur....

  15. CHAPTER 9: ADDITIONAL GUIDANCE
    (pp. 118-125)

    Throughout this book, engagement of resources across the organization is stressed. Motivation occurs in varying ways and it is based on the individual, so it is important to engage staff at varying levels in the change process. When assigning organizational change-related tasks to individuals in the organization, it is important to consider their level of skill in critical areas. Change facilitation is not an easy task. Certain skills are crucial to success as change affects people in different ways and a change facilitator will encounter varying types of resistance.

    The following table (Table 4: Top 10 skills for change agents)...

  16. REFERENCES
    (pp. 126-127)
  17. APPENDIX 1: ITIL CONSULTING AND ADVANCED ORGANIZATIONAL PERFORMANCE TECHNIQUES ™
    (pp. 128-129)
  18. ITG RESOURCES
    (pp. 130-133)