Latest Blog Posts

Call for authors - itSMF International magazine

Have you got something interesting to say about Service Management or Service Governance? Have you got an interesting case study?

 

If so, the itSMF International are looking for authors. The previous edition of the e-zine is here:

 

itSMF International E-Zine September 2016

 

If you would like to contribute, please contact: Bruce Harvey at This email address is being protected from spambots. You need JavaScript enabled to view it.
 

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SMEXA'16 - Day 2 - Kepner-Tregoe - Organisational Change management

SMEXA'16 - Day 2

 

Cost:                   No charge

 

Day 2 9th November 2016
15H00 – 16H00 Integrating Kepner-Tregoe with Incident, Problem and Change Management
Presenter 1   Stefan Brahmer 
16H00 to 17H00  Organisational Change management – how to get it right!
Presenter 2     Johann Botha – getITright (Sponsor)

 

 

Join us here:


Online Meeting
https://join.freeconferencecall.com/admin9594

Audio
Dial-In Number (South Africa): 087 825 0143, Access Code: 485646

International Dial-In Numbers
https://www.freeconferencecall.com/wall/admin9594/#international

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Why even the 'right thing to do', with many benefits and advantages is rejected.

It is easy to see what's wrong, with many things. Particularly if you approach them from the outside. Particularly if you're armed with the acquired wisdom of Best Practice.

One example is the old-fashioned idea of what a 'Change Advisory Board' (CAB) should be. That is a regular (daily, weekly, monthly) meeting, with lots of people, who look at a long list of changes, and discuss them, one by one, until they get through the list, or everybody in the room has lost the will to live.

It is a bad idea for many reasons - very good reasons. So we produce a list of benefits of a proper change management system, with standard changes taking the place of the trivial, repetitive, and similar ones that kept turning up at the old CAB, and do all the other good things.

Then, six months, or a year, later, we go back and find that the old CAB is back in all its horrible tediousness.

How can this happen?

Things are as they are for a reason - even if it is a bad one

I think, from the ABC, and human perspective, we need to understand one awkward truth.

Some people actually enjoy the long, repetitive, groundhog-day type meetings, sometimes, mistakenly, called 'CABs'.

Life is challenging, change is risky, we know 'IT Heroes' are a poor role model, but, perhaps, we ought to realise that there is something rational about the old-style 'CAB'. It is the tortoise, hermit crab, or ostrich solution.

If change, when ignored, disappeared, it would even work.

When things are dangerously out of control, a regular, very formal, authoritarian meeting can be like a night light in the nursery. 

It doesn't keep the monsters at bay, but it enables you to feel relaxed enough about them to sleep.

What can we do?

If we want to make a change to an organisation, it isn't enough to be rational. Just saying why it is a good idea, and listing a lot of benefits, often sounds, to the organisation as.. 'just saying'.

You need to find out why things are as they are. Who does the current 'CAB' satisfy? Who is the person who sleeps happier in the false belief that it is protection? How did it come about? You might find that the person who first organised it is now quite senior, and is pleased with the solution he put together many years ago - if you don't convince him, he's not going to be happy if you kill his 'baby'.

Good, sound, excellent, even, as your ideas are, you have to accept they have one very big flaw. They were 'Not Invented Here' (NIH). You may see that as an advantage, and, rationally, it might be, but, if you actually want things to change, rather than just the pleasure of being right (which is just the other side of NIH, if you think about it), then you need to overcome this barrier, so that the right people want to RIH --- Reinvent It Here. Then it might work

The moral of the story

First find out why things are as they are. Then you'll understand what will keep them that way. That way you'll know who to persuade and what you need to use to persuade.

If you don't do this first, then you'll keep being surprised that organisations reject the obviously sane, rational, more effective and, even, more efficient solution, in favour of how they do it.

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Johann Botha's excellent talk on DevOps, Agile and Lean using ITIL® and COBIT

An Excellent Presentation - itSMFsa thanks Johann Botha and Engen


There was a large turnout for a cold evening in Cape Town. Since Engen had, very kindly, agreed to provide the premises, there were many Engen employees at the event - more than from anywhere else.

This helped direct the flow of events, so a lot more practical detail was covered than might otherwise be the case. Johann Botha's excellent and entertaining presentation was very well received and there were many questions, with an enthusiastic discussion afterwards. 

This really is an important and topical subject. Johann's message was clear and well presented, but it was not all comforting. There is a lot of work to be done to adopt the ideas he presented. Mostly the most difficult sort of work - organisation and people change work.

I, myself, enjoyed the event very much, and was able to capture some of the thoughts in twitter. These give a flavour of the talk:

Johan Botha - when you see a triangle you know it won't work. Always a compromise #DevOps @itSMFSA

Johann Botha rolling a barrel up a hill, you need a wedge, or you get flattened. Baselines are wedges @itSMFSA #Agile #DevOps

Automate - but there are some decisions you don't want a machine to make - Johann Botha @itSMFSA #DevOps

Banks & Internet companies are all very active with #DevOps @itSMFSA Johann Botha

In #ITIL Development is called Release & Deployment - #ITIL likes the use of models. @itSMFSA Johann Botha #DevOos

Experience is built into models. That is why try work so well @itSMFSA #surgery #DevOps #ITIL Johann Botha

High risk changes are like that the first time, when well understood and well defined, they become low risk. #ITIL @itSMFSA #DevOps

Where can you learn about #DevOps? In the #ITIL books… Johann Botha @itSMFSA

Johann Botha: DevOps = #ITIL Change -> Release -> Configuration + Consistence + Flow #DevOps @itSMFSA

 

 Johann Botha #DevOps is KaiZen - Continuous Improvement #ITIL @itSMFsa 改善

Johann Botha - @DevOps is not for Cowboys #ITIL @itSMFSA - what get measured gets done - Drucker

Performance must be measured differently @itSMFSA #ITIL #DecOps Johann Botha

Johann Botha's new venture #kaizen #ITIL @itSMFSA #DevOps 

 

 


 

For those interested in more, Johann's presentation is here: 

 

Johann Botha's Presentation as a .pdf

 

Engen kindly sponsored the event by providing their premises

 

 

 

 

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Centaurs: Organisational Change Management & horse riding.

Centaurs: Organisational Change Management & horse riding.





Part of the problem with organisational change is perception. People see it as something you do, like driving a car, or riding a bicycle. It isn't, though, like that, it's more like riding a horse.

If the horse wants to make a dash for home, or throw you into the ditch, that's what it'll do.

You have to help the horse see things your way, and agree to go where you want it to go, and you have to be aware that horses get tired, and need feeding, because, if you don't feed them, rest them, and give them time to play, they become sullen, resentful, uncooperative and, eventually, die.

It's also best not to walk behind a horse - with organisations it isn't alway obvious where the behind is. [though you might guess]

If you wish to be good at organisational change, you need the equivalent of riding lessons - and, if you've learned to ride a horse, you'll know that riding lessons involve lots, and lots of practice.

You also learn that you can't ride a horse on autopilot. You have to be one the horse and aware of it's every twitch and mood. You have to be fully engaged with the horse - with top riders, the horse and the rider seem to be one creature, with one mind.

Some believe that that is where the myth of the centaur came from - seeing horses ridden so that they looked like one creature, part horse, and part man.

That's the aim. To be like that, when you work to change an organisation.

 

 

 

 

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Searching for Case Studies: Invitation to participate in a PhD study

Hi Everyone

I am a student studying towards a Doctorate in Information Systems at the University of Cape Town and I am inviting companies to participate in my research study. The topic of my study is: Towards Understanding Information Technology Service Management Framework Adoption.

The researcher guarantees anonymity of the names of the participants and the name of organisation which will strictly be used for the sole purpose of the aforementioned research report. The first part of the study will be a survey to be distributed to the whole IT Department. The survey is approximately 4 - 10 minutes long.  The second stage of data collection will involve interviews with the few selected people that are conversant with the ITIL framework adoption. The interview process will take about 35 minutes.

If your company/organisation is willing to help, please contact me through any of the following

e-Mail: This email address is being protected from spambots. You need JavaScript enabled to view it. or This email address is being protected from spambots. You need JavaScript enabled to view it.

 Yours faithfully

 Carrington M. Mukwasi

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Wikipedia project

Appeal for help

 
It's not a good time to start, I know, but the new year is, and it's not far away. I also shouldn't be thinking of new projects when my plate is already too full.
 
Still, I think this needs to be done. If anybody is interesting in helping me, so it's a team effort, I think it would be done as a much better job, and it'd be less work for everybody.
 

What's the problem?

 
Wikipedia. Well, there's nothing wrong with wikipedia itself, but the articles on wikipedia that cover the sort of things we discuss here are a mess. I think this is a pity.
 
I'd like to put together a team, to start work tidying up all the relevant articles on wikipedia.
 
The aim is not to abuse any copyrighted information, nor to replace, or compete with, any published guidance.
 
It would be good, though, to be able to include information from other initiatives, such as IT4IT and the ASM to the mix - as well as having good articles on recent areas of interest, such as SIAM.
 

How would we do it?

Once we have a team, we'd, together, agree priorities. We'd then produce a short-term, medium-term, and long-term plan of what needs to be done.

The short-term aim would be to remove out-of-date material, improve current citations, and provide some coherent linkage through categories.

The medium term aim would be to have a good set of articles that would help introduce somebody to the field, but, also, be a reliable source of information for a practitioner to look up details.

Caution

This is not an advertising initiative. Wikipedia is not there as an advertising medium. It's there to inform. So articles need to be objective, and independent, as far as possible.

Are you interested in helping?

If so, wonderful! Even if you haven't much time, just a few minutes a day, of well-directed work, can make a bit difference.

 

Please contact me at: This email address is being protected from spambots. You need JavaScript enabled to view it.

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