Tuesday, October 13, 2020

Lessons Learned from Agile Transformations: Part 1

First in a Fifteen Part Series

By Chad Greenslade

 

I have often been asked about my lessons learned in delivering Agile transformations.  Below is the first in a fifteen part series examining my lessons learned while instituting Agile concepts & practices.  I hope that these lessons help you on your journey to Agile nirvana.

 

Lesson 1: Identify the Agile Sponsor & Champion

 

Before you start your Agile journey, you must identify a Sponsor or a “champion” from the ranks of the executive team.  The Sponsor will be similar to the captain of a ship.  You will work with this person to define the destination and ensure the “ship” (the Agile transformation effort) is on the right course.  The sponsor will keep the larger executive team up-to-date on a regular basis.

 

In order to identify a Sponsor, you’ll want to find someone that is involved in several high-profile, important initiatives within the company.  You’ll want someone who is approachable and understands the importance of relationship building.  You’ll also want someone who is familiar with, and has influence over, gaining the funding you need to make the transformation.  Finally, you’ll want someone who identifies the fact that the transformation you seek won’t happen without training the folks involved in the transformation and is willing to throw his / her support behind an Agile education initiative.  Your Sponsor will be tasked with selling the need for proper training for both the teams executing the Agile practice and the executives consuming the Agile product.

 

Your Sponsor will be the organization’s representative for the transformation effort.  You’ll want to work with this person to establish tenets of the transformation vision and clearly articulate why the organization is undertaking the initiative.  The development of “talking points” and “elevator speeches” will be critical to effectively allay concerns of folks involved with, and affected by, the initiative.

 

The Sponsor will be the person that removes the “roadblocks” encountered during your journey.  For this reason, it’s important to select a person who is comfortable with people at all levels of the organization.  The Agile transformation team must be comfortable with sharing honest and open feedback with the Sponsor and requesting his or her assistance in accomplishing their objectives.  Like any good leader, your Sponsor must possess active listening and follow-through skills in order for team members to feel heard.  The Sponsor does not have to be a “technical” person but they should have a firm grasp of the delivery process.  The Sponsor should be universally regarded as a leader throughout the organization and someone who has the influence, not necessarily the power, to get things done. 

 

Lastly, it’s critical that the Sponsor have a firm grasp of the “big picture” and understand the cultural mindset shift that must occur.  Prior organizational rewards mechanisms may need to be changed in order to properly incentivize people to make the changes necessary.  It will be important to measure the transformation effort against established success criteria and publish successes, or setbacks, as required via development of necessary publication materials.  Open recognition and publication of successes is critical to boosting team morale and enforcing the change that you need in order of the transformation effort to be successful. 

Thursday, September 24, 2020

Lessons Learned from IT Service Management Tool Implementation: Part 6

 Sixth in a Ten Part Series

By Chad Greenslade

I have often been asked about my lessons learned in implementing an IT Service Management (ITSM) tool.  Below is the sixth in a ten part series examining my ITSM lessons learned.  I hope that these lessons help you on your journey to ITSM nirvana.

Lesson #6: Have Diligence Relative to Category, Sub-Category, and Item.  As I mentioned in Lesson #2, don’t take shortcuts or be short-sighted in the proper definition of your meta-data.  I realize that it may be impossible to know all the permutations that will ultimately exist for Category, Sub-Category, and Item when the ITSM platform is initially launched.  For this reason, you must make these fields not required for the user / customer, but required for the Service Desk prior to closing the service record.  The user will generally know if its hardware or software that is impacted, but they may not, or they may choose incorrectly.  Ultimately, it’s up to Service Operation to correctly append Category, Sub-Category, and Item to the service record and they must be empowered (authorized) to create new entries as needed in order to properly record the service record.

Friday, September 18, 2020

Lessons Learned from IT Service Management Tool Implementation: Part 5

Fifth in a Ten Part Series

By Chad Greenslade

I have often been asked about my lessons learned in implementing an IT Service Management (ITSM) tool.  Below is the fifth in a ten part series examining my ITSM lessons learned.  I hope that these lessons help you on your journey to ITSM nirvana.

Lesson #5: Have Service & Configuration Item (CI) Owners.  The concept here is simple; there is a single person listed in the ITSM platform that is responsible for the availability and working operation of the service and the configuration item.  When a new service record is logged against a service and a CI in the ITSM platform, the appropriate owners are automatically notified.  Similarly, if a request for change (RFC) is raised against a service or a CI, the ITSM platform knows to automatically append these persons as approvers of the RFC. 

Saturday, August 22, 2020

Lessons Learned from IT Service Management Tool Implementation: Part 4

Fourth in a Ten Part Series

By Chad Greenslade

I have often been asked about my lessons learned in implementing an IT Service Management (ITSM) tool.  Below is the fourth in a ten part series examining my ITSM lessons learned.  I hope that these lessons help you on your journey to ITSM nirvana.

Lesson #4: Log Incidents, Service Requests, Problems, Change, and Releases against Services AND Configuration Items.  As I’ve mentioned in the previous lessons, when a new service record comes into the Service Desk, you’ll want to ensure that accurate meta-data relative to the Service and Configuration Items impacted are accurately associated to the service record.  Now, it’s not necessary that the customer correctly identify the Service or Configuration Item, only that they submit as much information as they have to the Service Desk.  It’s the responsibility of Service Operations to ensure that the data ultimately appended to the service record is accurate.  Without the Service and Configuration Items being appended to the service record, it’s impossible to report on a variety of key performance indicators (KPIs) relative to the service and / or the configuration items.  For example, if a major incident record does not identify the service impacted, how can you accurately report on the availability of that service?  As I mentioned in point #3 above, if you make development of the Service Catalog prerequisite to launching your ITSM platform, logging the Service & CI impacted by the service record will be easy.  If you don’t, your ITSM platform will simply be just another “ticketing” application.