TechAddict

Today is the last day of the itSMF Fusion event. Since this has been my first it has been interesting to see others in my field of work interact. Overall the event was probably larger than I expected in terms of the number of attendees. Facilities were good as was the city of Charlotte, NC.

On one hand, the event itself was put together rather well. There seemed to be plenty of do to keep one busy. I did find at times, it to be a bit overwhelming and an exercise in Calendar Management. There was definitely something for everyone. 8 Tracks to choose from in terms of sessions being conducted per track. I copped out and chose the first track. Seemed the easiest to follow.

In retrospect, I probably should have chosen some of the other tracks that were more in depth in terms of covering areas of ITSM and ITIL. What I found in most of the sessions I attended was more of Case Studies around implementing ITIL. The companies that were presenting were not on the same scale as our efforts, but it was good to hear that even at the small players they have some of the similar hurdles to clear on the road to implementation.

What has been one of the focal points of the event has been ITIL v3. Attendees are struggling with not simply what v3 means to their v2 efforts, but also what to do about certification. Whether or not to jump on the bandwagon being driven by some of the training companies pushing to be the first in the neighborhood to offer v3 courses. The tricky thing is that there are still questions around the certification process that still has to be worked out. The bridging from Foundation v2 to v3 seems to be the only one that has some solid focus.

However, to hear some of these training companies speak, terms like “We were the first to… bla bla bla.” I am not sure I want to be involved in the first round of this. Our organization has decided to hold off a bit. We’ll do the budget for ‘08 with a focus on v3 but will not commit to any training until at lease the first quarter of ‘08. For now, v2 is serving us nicely given the maturity of our efforts in deploying Incident and Problem.

So in a matter of hours the event ends for me. I do not regret attending, it has been a great opportunity to network with others who are focused on IT Service Management. The feeling of being alone in the effort has lifted. It was a good three days. I will probably attend next year as well as it moves to the Left Coast at the Moscone Center in San Francisco. I do know one thing. Next year I will be booking early to get one of the good hotels. No more staying in the boonies for me.

Signing off from Charlotte…

"They're Just Not Getting It!" Is often heard in response to trying to explain to someone in an organization who is being told what they need to deliver in the implementation of an ITIL Process deployment.  As an IT Service “Do-er” they have often been in a position to develop their own processes and functions simply to get the work done.  Whether that work is to restore a broken application, failed server or even replace a coffee drenched keyboard. 

These types of events trigger a response to follow common-sensical approach to resolving the issue at hand.  Nothing is written down it just gets done so they can move on to the next issue.  The individual at this level of any organization generally doesn’t think too much about process or standardization, it is all about getting it done.  Telling them that is going to change will illicit various responses depending on the approach presented by the implementer. 

Most of the talk around ITSM or ITIL revolves around defining business requirement to drive IT Services.  Processes or steps to providing these services in the most efficient and cost effective manner.  It is also focused on proactive management of IT environments wether to predict and support future business growth, potential weak points in an IT function or service or simply eliminate potential areas which either inhibit the business or ITs ability to provide maximum availability. 
These are all very valid points in delivering a true Service Management environment to any business.  However, in order to achieve this, one area is consistently overlooked.  I believe it is due to the fact that unlike processes or tools it is extremely difficult to discover, identify and document.  It is the area of the individual.

Processes can be defined, people can’t.  Many implementers whether internal to an organization or brought in from the outside to consult on what needs to occur to improve IT Service to the Business are very versed in the tactics needed to implement any of the areas of IT Service Management.  OFten over looked is the process of convincing the individual that was is being presented is something that will inevitably make their lives easier.

The concept of IT Service Management accompanied with the ITIL Framework elicits many different responses from all levels of the organization.  From the Management side, it is generally about “What will it cost me?”  From Middle Management it is about “How will allocate resources?” and to the man or woman on the front lines it is “What are you thinking!?” The latter is always the voice that is missed in the focus area of communicating the benefits to the organization.

In doing so this communication needs to be tailored to the audience, much in the same light as you would with Management or even Middle-Management.  There is also the benefit that needs to be explained.  It is well known that explaining the monetary benefits and ROI to senior Management is key.  As is explaining the effectiveness of Resource Management and Reporting to Middle Management.  But defining the true benefit to the level that is tied up with daily projects, firefighting or disgruntled users is often approached as an afterthought. 

The term “Grass-Roots” is often thrown around in various seminars and case studies on the implementation of ITIL Best Practices.  But there are individuals who comprise this Grass-Roots element that are the key to moving forward in any attempt to become a high performance organization.  True leaders realize this, successful programs are also ones that focus on this group of individuals.

So what is key in doing this?  Some view a complete buy-in and enforcement from Senior Management by default, force the organization to comply.  That may work in most instances and this is not to say that Senior Management buy-in and commitment is not important, but to get to that goal faster, having a motivated, mobilized workforce behind the effort will accomplish tasks and milestones more effectively if made to feel as if they are part of the solution and not part of the problem. 

The truth of the matter is, everyone has their processes.  Some good, some bad, but they are processes that they put time and effort into developing to make their own world in the organization better.  Discounting these efforts by pushing new unfamiliar process framework from the top down is not necessarily the right approach to motivating staff.  At the same time, there is always the concern of Job security.  At first glance, many view a program on Process Improvement, standardization and efficiencies coupled with terms like improved resource management as buzz words which can be taken as ways to cut head-count if it is not communicated effectively.

If you are in the position of deploying an IT Service Management Agenda across your organization you have to take into account the emotional side of the deployment.  Everyone wants to think that the workplace has no room for anything other than a Professional outlook to work.  But the reality is that people take pride in their work and efforts and are hesitant to anything new or branded in a way to make their work seem “easier.”  The term “easy” implies that I will have less to do because I won’t be working as hard.  Common sense indicates that by doing so, means I can be replaced or let go since I am no longer required to play the role I previously did.  Not good.

The right approach is a full explanation where the term “easy” is followed by “so you can add more value in ‘x’ position or role.”  That latter bit never seems to make it across in the communication.  It is critical that you provide comfort in the new processes as much as you do selling the need to implement new processes.  Ignoring the Human factor in any implementation of process improvement will only cause delays and push back as walls are put up in sub-conscious efforts to protect the domain of the individual.

Much more thought needs to be placed in the soft-skills of the individuals who are the process implementors.  Any more, simply being good at understanding and translating the ITIL Framework or Service Management in general is not good enough.  Being able to “Dumb-Down” ITIL-Speak in a way that can be digested by the organization is critical. 
It takes time and an understanding of who you are dealing with but that is time well invested in terms of moving the program ahead.  It is always easier to form an alliance up front than to tear down walls later.  I almost wish there was another ITIL Book that focused on the Soft-Side of implementing ITIL in an organization.

IT Service Management has many different views.  Many of which revolve around the basic processes and tools required to manage IT more effectively.  One Framework that is closely tied to Service Management is that of the IT Infrastructure Library (ITIL). 

ITIL is just that, a Framework.  It is not a set of cookbooks that lay out step by step everything you need to do to establish a well run, efficient IT organization.  There are many elements to the framework that are very much open to interpretation.  I have used the analogy of a person who has a near-death experience. 

We all hear the stories of the glorious experience a person might have who has clinically died for a few minutes.  The nirvana experienced.  Generally this is the feedback received from these people.  In reality, there is usually a horrific experience that caused them to enter this near death experience.  You quickly begin to understand that there was much pain involved with getting to experience such peace and tranquility.  At the same time, all you ever hear about it how great it was. 

In some ways the tranquility of organizations who have reached a level of IT Service Management nirvana are always preaching about how great it is to be efficient and operating at a level that allows true streamlined IT Operations.  This to the dismay of any organization attempting to achieve it.  In reality, there is much in the way of pain that needs to be endured before you find that light and enter into it. 

Like the near death experience, there are numerous events and steps that put you on this path to enlightenment.  Whether it is a car accident, suicide attempt, murder or natural causes, you always end up in the same position.  In many ways, within an IT organization there are many reasons which cause a business to begin to seek out that existential existence. 

The problem is, that with a Framework that outlines what one should focus on achieving at a high level, does not tell you what you need to do to achieve it.  There is no silver bullet, no standardized roadmap.  Just a view of what life could be like with the right processes and tools in place.  How you get this is as much a mystery as the person lying on the table hanging on a thread.
Even though there is that place where everyone wants to be and is searching for.  You should always think about the fact that there will be pain, there will be work, there will be a level of commitment that is required to make the inevitable leap of faith that is required as you begin to attempt to move in a direction of a better existence. 

Many organizations are now realizing the need to focus on achieving this goal.  The question is, whether or not there is a clear understanding of the pain that is required to get you there.  To hear many speak it is about the tools, automation and processes.  In many aspects they would be correct.  But what it really missing in many of the discussions I have been in as of late is that of the individual.  The person who will be asked to sacrifice time and effort to achieve this goal. 

My next blog will dive into this area which seems to be looked at only in terms of “Resources” or training.  Never about the emotional side of driving down that path to IT enlightenment.  The truth of the matter is, we all get the religion of IT Service Management, we have the frameworks to guide us, but how do you drive this change in the organization at the human level? 

I have been snapping pictures with the iPhone over the past few days and finally had some time to post them into a gallery from iPhoto.  If you want to see what I see check them out!  I will continue to update them over the next couple of days.

Uniting the World of IT Service Management, the IT Service Management Forum (itSMF) USA is hosting its annual event in sunny Charlotte, North Carolina and I have a front row seat in the Pit.  Why the pit?  Well that is the theme for the event, NASCAR.  Not sure why it is Fusion 300, I will have to ask someone about that.

I must say first of all that I am quite impressed by the City of Charlotte. It is very clean, modern and inviting.  The Conference hall itself is also on par with most modern conference facilities out there.  Day 1 registration occurred yesterday with several pre-conference events being held.  I personally did not arrive until later in the day, therefore had only enough time to register and attend the door opening on the exhibition hall floor.

As expected all of the big players are here.  Microsoft, HP, IBM, EMC, PepperWeed, CA, and ton more companies all here to promote their products and services designed to support the world of IT Service Management.  Along side these companies with products are others promoting some of the more soft-skilled contributions such as consultancy or training. 

These last two are big dollar makers for companies this year given the move from ITILv2 to ITILv3.  This was acutally surprising to me given the still foggy playing field for how the various exams and programs in ITILv3 will differ from ITILv2.  The only training element that everyone is fairly comfortable with right now is the bridging course to move anyone with an ITILv2 Foundation certificate to ITILv3 Foundation. 

More on that topic later, back to the first impressions of the conference.  It has been only a day and a half, but so far I am very impressed with the coordination and set up of all of the events and sessions.  Almost too many to think about really.  In keeping with the theme of the event, there are 8 different "Tracks" to run on.  I decided to follow the Track 1: Start your Engines - Design and Develop an ITSM Program.  It is not that one track is more complex than another but the focus for each is different.

With each track comes several break-out sessions throughout the week where guest speakers will discuss various topics around ITIL and ITSM.  Others will present Case Studies from their own organizations on how they implemented ITIL or ITSM processes.  At this point I can say after attending a full day of sessions that some are good and others, well I struggled to make it through.  All in all everyone is still confirming that ITSM and ITIL are the way to go. 

It is almost like those people who have near-death experiences.  Something horrible happens to them, they die, are revived and talk of the nirvana on the other side.  You don't want to go through pain to get to that nirvana but you know the only way to that light is to experience the pain.  Of course there are varying degrees of pain and discussions abound on how to reduce the pain (Management Sponsorship, Enforcement, Training, Evangelism etc...)

This week will continue to be interesting as I weave my way in and out of the various sessions and Keynote events.  One of which is Cal Ripkin, Jr. and his titled "The Keys to Perservance."  That comes tomorrow.  Sports figures are interesting at evens like this.  I attended the Borgata event in Atlantic City last spring and Phil Simms of New York Giants Fame was the Keynote Speaker.  His talk about Leadership was quite entertaining, but I still found it difficult to tie into the world of IT Service Management or ITIL.

Today's Keynote Speaker, however was a different story.  Completely applicable to the event and still upheld the concepts of attention to detail, leadership and other key traits of the soft-skill side of the busines.  His name is John Foley.  John's presentation was titled "High Performance Climb: Lessons from a Blue Angel."

Now that might not make sense to many, but to me I was excited to hear him speak.  The Blue Angels are the U.S. Navy's (hence the Marine Corps') Premier flight demonstration team.  John is the Former Lead Solo Pilot for these guys which means he is not only a bit twisted, but a consummate professional.  He is one of the elite who are accepted to become Blue Angels.  His speech was passionate and peppered with video clips from what I believe was one of those Discovery Channel specials on the Blue Angels from back in the day.  John was featured in many of the clips speaking on what means to operate as a Blue Angel. 

It takes much more than most people think.  The one point he made was that on average the amount of focus, drive and commitment combined with trust is needed in an organization like the Blue Angels to allow them to fly 36" apart.  "Hold out your arm..."  "That is the distance between the planes..... UPSIDE DOWN!"  He somehow began to tie it all into what is needed in not only a high performance organization, but the high performance individual to begin to shatter beliefs and move further than you every imagined, or believed you could. 

I will say that if you ever have the opportunity to hear John speak you definitely should.  Well I will sign off for now.  There are a few events that I need to get ready for this evening that will revolve more around networking with others in my field.  It is good.  You never know what you will learn from others.  The upside is you always run across someone who is in a worse state than you think you are in your own organization which makes you walk away feeling a bit better about the work you are doing.