Happy New Year for 2016  !! I wish you success and happiness

Its been a busy year in 2015 ITSMG Logo low res

The ITSM world continues to rock daily between inspiration and opportunity, to introspection and despair – at least in terms of visible hype. The reality for most organisations that actually deliver IT services is often simply confusion.

For me the key is in ensuring that we are constantly working to deliver value, based on our customers’ and supported businesses’ needs. The concept of ‘customer experience’ (CX) isn’t new, but is at long last taking hold and precedence over blind adherence to ‘best practice’ and death-by-process.

DevOps continues to hold sway as the big idea that won’t go away – again there’s nothing particularly new here except the context, as it talks to a younger workforce than those who might still see ITIL as their mantra. Of course there is no real clash between those two worlds and both can learn from and live with each other. In 2016 I’ll be pushing out more practical ideas about how to achieve success using both (and together) – particuarly in relation to Service Design and Service Catalogue – so look out for that.

What is interesting is the actual level of interest in DevOps and other new and formative ‘-oligies’, inclduing SIAM and IT4IT – this will continue to grow and we shoudl see more variety and creativity being exercised in delivering new approaches to IT services…

If you want to catch up on more detailed throuights, please see my recent webinar (reviewing 2015 and looking forward to 2016, sponsord by BMC).

From a personal work perspective this has been a busy year, being involved with a number of complex procurement and ITSM implementation projects, as well as my ususal regular dose of workshops, operational reviews and audits. I have worked with some great people and organisations and am pleased to say that the interest and take-up level around short practical consulting work has been good.

I’ve also been involved as an architect of the new ITIL Practitioner scheme, with Axelos. I’m really pleased and proud of what we achieved as a team on this, whch has brought finally a new set of ideas and practices to the forefront of Service Management training and best practice. These include communications and organisational change management, as well as CSI and metrics.

As ever I continue to work with my long term partners, SDI – as a consultant and auditor, as also recently to review and update the SDI Standards and Service Desk Certification scheme. To me this is still one of the best and most practical tools to use for assessment, benchmarking and to drive service improvement.

In the last few months I’ve taken on the challenge of interim-CEO for the ITSMF UK – this is a great honour, which I’m relishing. There’s plenty to do to develop the service offerings and value proposition for this organisation, as well as freshening the brand image and re-asserting its position as a key independent voice at the centre of our industry. We had a great annual conference and my and the team’s taskBRITSM15 is now to move on with this positive momentum to transform and re-invigorate the organisation. We have some xciting plans for new services and industry content, so watch this space…

Of course my own independent business still continues and I’m delighted to have worked with some very supportive partners over the last year to write and present ITSM content, including, Sunrise, Cherwell, BMC and Sysaid.

 

2016 is looking like a fascinating year already, particuarly with plans for ITSMF – so I’m looking forward to that. I hope that its a really great year for you too..!

Please contact me directly if you’d like to discuss any aspect of the world of ITSM

 

SITS MF MH

Fav pic from this years SITS show with Matt Hooper and Malcolm Fry.

Check out these CHECKLISTs for SITS

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If you are going to SITS15 – I hope to see you there… I’ll be on my (ITSMGoodness) stand, as well as presenting and facilitating on ITSM/ITIL/DevOps. Mostly I’ll be talking shop with practitioners and other industry bods about how to improve and achieve success with ITSM.

I’ll also be on hand to discuss the new ITIL practitioner programme, of which I’m delighted to be one of the architects. The (globally dispersed) team working on this will be meeting around SITs for planning and discussion – plenty to do.

As ever I expect this to be a busy bustling and practical event where ‘the industry comes together to do business’ – as the blurb goes. Its a practical and productive event for most, as well as being a great convergence of people across the industry.

Last year I was honoured to be voted ‘SITS contributor of the year’ and I look forward to seeing who is taking that mantle this time. SITS14

I’ve recently been very busy working on a number of client projects – particularly looking at tool selection and implementation – so if you are looking for practical guidance on any aspect of ITSM approach, tools, processes, etc, please come for a chat to my stand.

 

ITSMG Cap

We’ll also be dishing out ITSM Goodness cakes (yes) and some fetching caps..

Guidance and Checklists

I am often asked either before or during SITs to provide advice and guidance on selecting ITSM tools as well as running ITSM projects – as a support for that I’ve created a couple of checklists that you can download here to help to guide your thinking and planning. These are not detailed or definitive, but give you a simple aide memoir for:

ITSM Project Implementation – Service Improvement Service Improvement Checklist

ITSM Tool – Specification and Selection ITSM Tool Checklist

Please download these and use them as you need – they might just help you to focus your thoughts on what you are looking for at the show. Please of course feel free to come to discuss any aspect of this at my stand.

I look forward to seeing you there!

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From Kafka and ‘Whack-a-mole’ to real Customer Culture

A few thoughts on the last day of 2014 – hopefully avoiding the ‘5 trends to look for in 2015’ and ‘what we learned from 2014!’ shtick…

There’s so much negative and depressing world news and also mixed hype swirling around in IT/tech that I thought I’d just mention some real moments of positivity from the last year – hopefully there will be many more in 2015…

To begin however I wanted to mention my favourite quote from this year – this was during an interview at a client site with a customer of the IT department. This was someone who was quite senior and in some ways a bit scathing about the IT guys, but also quite positive and constructive – it was the language that got me however…

He described the IT department as ‘now starting to shake off their Kafka-esque image (in terms of being approachable), but they now seemed content to simply play ‘Whack-a-mole, rather than actually try to solve stuff…’.

So, have a think, does your IT department present a ‘Kafka-esque’ image (or does it need a ‘metamorphosis’) – ie is it process-driven, autocratic, faceless and unapproachable. Also is your support operation simply playing ‘Whack-a-mole’ and being good at spinning plates rather than getting on with improving service quality..? ‘Whack-a-mole’ to me is a great way to describe too much focus on Incident management rather than CSI and Problem management.

So, to some positives..

  • I’m pleased to say that I’ve once again visited/audited/consulted for several organisations where they have long shaken off any of these associations, and built truly enlightened cultures – with great leadership, management and governance, transparency, support and encouragement. empowerment and people focus, that all of course then delivers an excellent customer experience – a real customer culture.
  • I’ve been really delighted to see several people I’ve known over the last few years in various client and partner companies develop into good managers and other new roles – there’s frankly nothing so rewarding as a consultant and mentor to see people achieve things they previously hadn’t thought they could do and (without sounding too Californian here :-)) – grow
  • I’m also happy to say I’ve had some great feedback on projects and assignments from the year, where I’ve helped people and organisations to achieve their goals or move to new levels, buy the right tools etc. I was also delighted to receive the SITS show ‘contributor of the year’ award…
  • I’ve also worked with some great colleagues, partners and of course customers – we talk all the time about ‘collaboration’ right now as if it were something new, but actually real collaboration is what makes organisations and projects successful. In particular its been great to continue working with SDI, ITSM Review, plus also doing bits and pieces for Axelos, itSMF and others. Also many thanks to all the companies and vendors who have trusted in me to write content for them in 2014.

So for me its all about people and teams getting on and doing the right things – technology and the market will change and be disrupted, but at the centre of it all are people  working with people, so – at least until the robots take over – lets celebrate that and continue to move from the Kafka to Customer culture..!

Happy New Year and I wish you success in 2015..! 

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The expanding world of Service Management + collaboration

I was at the UK itSMF conference this week – presenting and also with an exhibitor booth. The show was smaller (less attendees and exhibitors) than previous years although the consensus was that there was a good mix of people and that it was a good networking event. There were still a large number of presentations in streams.

Debate in the plenary sessions focused on next years ‘big 4 ‘ agenda, which I’m pleased to say included Customer Experience..! Also Axelos made some noise both in terms of physical presence in the exhibitor area and also to announce a new Agile/Prince2 initiative, Cyber resilience program and also some words around what might happen with ITIL.

For this in the next period the word(s) seem to be ‘ITIL and…’ – IE so rather than try to rebuild the somewhat creaking edifice that is ITIL at present, the current focus will be on how it relates and interacts with other areas.  I hope there will be more on this in a variety of forums around one key area – collaboration, particularly with the development and increased visibility of DevOps and agile/fast methods – which were mentioned at the show but not enough to be honest.

My session looked a the dichotomy between talk of such new areas (as well as social/cloud/mobile etc) and also the need to focus on basics. I asked the attendees who considered their ITSM to cover the basic functions (which I define below as Service Desk, Service Catalog/design, ITSM Engine (Incident.Problem/Change) and CSI)

geometry

Amazingly only about 5% of the room admitted to being able to do this..! So we clearly have a problem around basic functions, that makes us even more stretched when thinking about new areas to focus on.

However my point is that we really need to do both.

We need to do the basics, yet we also need to move forward, faster… and collaborate for success..!

 

You can view the presentation slides here

http://www.slideshare.net/barclayrae/it-smf-conference-2014-ppt-barclay-rae

 

Moving forward it would be good to see more real positive discussion in ITSM circles about how to collaborate – both across IT organisations (Dev and OPS) and of course the wider picture of how Enterprises beyond IT are using ITSM and ITIL concepts to achieve success,automation and real ‘supply chain’ service delivery. Until recently only one or 2 of the ITSM vendors had really picked this up, but no there are many more who are changing their marketing and sales approaches to meet this new exciting demand. See my recent report for ITSM review on Outside IT.

DevOps still remains a hugely mis-understood term (certainly for marketeers) as we see adverts for ‘DevOps teams’ and articles about ‘DevOps systems’ – its an approach and culture, not another system or standard…

Another term that gets mis-interpreted is SIAM (Service Integration and Management). This in theory is a single approach to supplier and IT supply chain management – usually the need to co-ordinate a number of suppliers to deliver co-ordinated services.

This is an area I’ll be exploring more in future and also it will be the key topic a the next itSMF SLM SIG (special interest group) event on 13th January 2015 – in Central London (details TBA).

I’m delighted to be taking over as chair of this group and will be driving involvement and engagement around SLM topics, as well as hopefully publicising and sharing these with the wider itSMF community in due course.

To follow that I was delighted that my colleague and predecessor Karen Brusch won the itSMF contributor of the year award at the conference – this is much deserved as Karen’s drive and leadership has made the SIG a success over the years – Thanks Karen…!

Delighted also to see Rob Spencer win an award for his submission of the year – Rob also presented the ITIL Manifesto project at the conference and hopefully this will continue to gain traction and more…………. COLLABORATION.

How will you be working to collaborate more and achieve ‘joined up’ success…?

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Consultancy Guidelines – updated

 

Many thanks to all of those who contributed to the initial draft of the Consultancy Guidelines – I’ve now updated the document with your comments and suggestions – some great additions there so please download a copy below and use this as you need it.

There is more content on clarification between consultants and contractors, more details on Proposals and Statements of Work, plus a short reference section which includes some suggestions for further reading… Thanks!

Any further comments please add here or email me at bjr@barclayrae.com

Consultancy guidelines REVISED v 0.2

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Do you have an SLA with your spouse..?

Whilst reflecting (see below) on my time in the ITSM industry in particular, it’s clear that there are still many of the same fundamental issues and questions coming up that have been around for 20+ years.

 

 

In my experience the same old questions keep coming up – questions like ‘where do we start? how do we make ITSM work? what practical steps do we take? what tools and processes do we need? etc.

 

It’s good to see several different ‘back to basics’ initiatives happening (e.g. itSMF UK) to focus on core activities – (including ITSMGoodness of course…).

 

One area that really has changed however, in answering these basic questions is simply this:

Relationships…

 

This was a key topic at the recent SDI and UCISA conferences that I attended, and is also on the lips and key pads of industry leaders, analysts, bloggers globally.

At last! – and this is not just some mad post-modern hype dreamed up by idealists or marketeers. This is about real human interaction and how that is the way to build and maintain successful service relationships. It’s really refreshing to see this and hear people talk about this as the way forward.

The simple idea is this:  in the scheme of things – customers, service providers,  ‘portfolio’ of services and how these are managed etc – the relationship is the glue that holds everything together, regardless of issues, problems and mishaps.

The relationship is more important then SLAs or KPIs etc and will survive issues if they are managed properly and satisfactorily, based on the fact that the relationship works towards some common strategic goals. For too long organisations have focused simply on hitting SLAs and thinking that this means – job done…!?

And as an example, try this question…

 

Do you have SLAs with your partner/spouse/lover?

Does your family work to KPIs and do these form the basis of your familial happiness and success?

 

I really hope that the answer is no to this..!

The serious point is this – successful relationships do not work on the basis of contracts or SLAs or other formal metrics and targets, they work because both parties are engaged and work closely together to make it work. Minor issues are tacked as part of the ‘bigger picture’ and should not cause the relationship to break down.

There are 3 key points to consider as fundamental here:

Common/Shared goals – both parties need to have a shared view of what the relationship is trying to do and achieve – and they have to care about it – that way they can make it work regardless of minor issues

Intimacy – relationships need both parties to share secrets and confidential information and ideas in order to work successfully and for mutual benefit

Proximity – it is vital to be physically close as this cuts down the needs for explanation and formality – if you are in proximity you know whats going on…

Relationships that do break down are dysfunctional in one of more of these areas – e.g. either not working to a shared goal or not honest or not close enough. No-one breaks up really because of the toilet seat or the lack of shared washing up duties – these are ultimately symptoms of a lack of understanding, or a lack of honesty or just not enough synergy..

So, what does this mean for IT Service Management?

Well we are definitely too obsessed with SLAs and target metrics and thinking that these are the success criteria for our service delivery. Our relationships with internal and external customers and partners should be based on solid human relationships – where purpose, goals, communications and regular (face-to-face ideally) interactions are clearly defined, managed and maintained – much like we need to do with our our family and relationships.

Our definitions of things like Business Relationship Management (BRM) are useful and key elements, however the relationships must extend across all participants in the relationship and service ‘supply chain’ – i.e. so including front line and back office internal and external staff too.

Sure we need guidelines with SLAs but these should always be second to the needs of the customer and their service experience – the relationship is the framework to let this happen, not the straight-jacket that stops it…!

Ultimately we keep going in relationships because we choose to do so, for whatever reason – ideally that should be the goal for Service Delivery too… 

Keep talking…

 

It’s nearly holiday time and I’m in reflective mode – as a number of ’round numbers’ are showing up for me…

  • 30 years since I first left my hometown Glasgow  – I’ve moved around a lot in UK, Europe and beyond since then
  • 20 years since I started Consulting – running 2 companies (e2e customer services and current BRC) plus time at, HDI/SDI/Axios,  500 projects,
  • 10 years married – now have 2 fantastic kids!
  • 5 years since I started on Twitter – 15,000 Tweets and c 3,000 followers

Right now it’s all go and lots of exciting things developing behind the scenes, particularly around ITSMGoodness – watch this space…

Have a great Summer..!

 

 

 

 

The real value of IT? Better get moving…!

Value value value value, business value, business outcomes, moments of truth, key metrics, IT value, commercial and operational value, business value, value….value.  In case you hadn’t noticed…?!

When we in the IT industry aren’t ranting about the death of IT, ITIL, ITSM, Email, Service Desk and all that, we are still banging on and on constantly about value – and the need to deliver and demonstrate it. I’m a major offender here, having started using the V word and the ‘demonstrating value’ line really since the mid 90s. (I recently found a whole pile of stuff in my loft from 1997 which I could practically use today…)

I have a friend and colleague who has been ribbing me about my use of those terms for some time now – I point him now to the explosion of content on this subject like someone who has followed a band through their wilderness days and now they’ve gone global and I don’t wan’t to know them… :-)

However to me it’s quite a simple concept – IT value is what is derived by customers and the business via the technology. So this will vary by organisation from the need to meet compliance or legal requirements, to getting products quickly to market, or to delivering commerical efficiency and profit.

In order to be able to achieve this and measure it in some way, we need to be able to separate out the commodity aspects of technology, from the business-specific aspects. (The commodity services should be delivered in the most cost effective way, whilst the value added services may need more focus on speed, business knowledge, risk reduction etc.)

[important]This is why in a service catalog we try to define (1) ‘Standard’ or ‘core’ IT Commodity Services – like PCs, mobile, comms, email etc  and (2) ‘Business’ Services which either support internal users with their key functions or external customers with organisational-specific technology and services.[/important]

Value isn’t just about the financial aspects but this should be identified wherever possible. However the real nature of IT value is what it is that makes (particularly an internally retained) IT organisation special and speciifc to its customers, in terms of what it delivers and how it delivers it. So an internal or external IT organisation should be able to focus and demonstrate the value that they deliver to their business/organisation via their business and service knowledge and understanding.

In other words – it’s what retained IT organisations should have been doing for years – i.e. working for the companies or organisations that pay their salaries – not just ‘working in IT’… and measuring their delivery in business terms.

If they can’t do that – ie differentiate themselves and demonstrate this – then they are not adding value and therefore open to serious competition – and the risk of extinction.

So it really is: identify value – or become irrelevant quickly. And if you don’t know what that value is… [Tweet This]

[warning]Better get moving[/warning]

 

 

 

 

 

What is your defintion of IT value? – how do you define this for your organisation and customers?

 

 

www.itsmgoodness.com

 

 

 

 

Service Catalog is Simple…or Should Be

I presented a webinar on Service Catalog and SLM for BrightTALK webinar – available here. The slides on their own are available here.

This presentation was aimed to try and present some simple advice on how to use and develop SLM (keeping it simple) for business benefit. This is based on a wealth of experience, particularly with recent projects, setting up and guiding organisations to achieve success and value from SLM. Key points are summarised below – what do you think? Your feedback is most welcome.

Key Points Re Service Catalog

  • (SC) is not one single document or tool
  • SC has a number of stakeholders and outputs, so can be manifest in many forms
  • The value is achieved from engaging with IT customers and IT departments – to work towards demonstrably common goals
  • Customers should be engaged to discuss service improvement, not SLAs or Service Catalogs
  • This (SLM) is a process and approach rather than a single document or tool – which is what tends to be focussed on
  • ‘Service Catalog’ is lots of things and definitely not just ONE thing or ONE type of document or system
  • There are a number of quite different types of content that can be called a ‘Service Catalog’, or part of one
  • This is because organisations and individuals have different needs, different focus and also different starting and entry points

What Does a good SC look like?

This will vary, but in essence there are several main types of content, with 2 initial key documents:

  • Service structure
  • Service database

These first 2 documents provide the basis for a variety of documents, depending on requirements and maturity.

What other documents?

What can we achieve in 10 – 20 – 30 days?

  • Run a workshop
  • Hold meetings with Customers
  • Engage with IT
  • Define the Service structure
  • Build the Service Database
  • Produce a service ‘brochure’
  • Define the service (process) supply chain
  • Clearly define service owners
  • Get customer feedback
  • Build business metrics model
  • Reduce cost of service request handling
  • Use simple Customer feedback and NPV