A core element of any transformation initiative is preparing the people competencies required for achieving sustainable transformation. This white paper describes the integrated Competency development program aimed at addressing the needs of enterprises to ensure that their people are prepared and able to transform from the traditional Technology based management style to a Customer Outcome focused Service Oriented Management style

1. FlexModeIP Practical ITSMS
Transformation Techniques
Competency Building Program
FlexModeIP Service Oriented Architecture IT Service Management
Transformation Framework
Sukumar Daniel,
Action Researcher,
Action Research Foundation

2. “The complete learning experience encompasses much more than the period of Instruction”
Six Disciplines of Breakthrough Learning: How to Turn Training and Development into Business Results
Pfeiffer Essential Resources for Training and HR Professionals
Table of Contents
FlexModeIP Practical IT Transformation Techniques Competency Development Program ................ 3
FlexModeIP Practical ITSM Transformation Techniques Program Life-Cycle .................................... 4
Stage 1: Preparation for Learning .............................................................................................. 4
Stage 2: Instructor Led Learning ............................................................................................... 5
Stage 3: Learning Transfer ........................................................................................................ 6
Stage 4: Celebrating Success..................................................................................................... 8
Stage 5: Continual Improvement ............................................................................................... 8
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3. Introduction
FlexModeIP Practical ITSM Transformation Techniques
The FlexModeIP Practical ITSMS Transformation Techniques Competency Development Program, by design, embed the principles
outlined in the “Six Disciplines of Breakthrough Learning: How to Turn Training and Development into Business Results (Pfeiffer
Essential Resources for Training and HR Professionals)” book see details at http://www.amazon.com/The-Disciplines-Breakthrough-
Learning-Professionals/dp/0470526521
A shorter publicly available introduction is available from the Authors at http://astdny.org/Introduction%20to%20The%206Ds%202.0.pdf
the reader is encouraged to visit these documents and read the book. Extracts from the Introduction are used to demonstrate the
application of the 6 D’s in the FlexModeIP Practical ITSM Transformation Techniques Competency Development program to ensure that
learning translates into value for the Business by vastly improving value realization from ITSM Transformation Initiatives.
Our transformation philosophy is realised on the basis of
interventions that create and use a collaborative people
environment and work simultaneously to impact the four
dimensions of People, Process, Tools (Products) and Partnerships.
We believe that Trees, survive, bloom and prosper then they are
first planted on well prepared Ground. The FlexMode ITSM SOA
Framework therefore; mandates that the ‘Transformation
Program’ establishes a Program Management Unit to exercise overall architectural control over the
four dimensions of People, Process, Tools (Products) and Partnerships. This unit will play the role of
the ‘Gardner’; by preparing the land, planting the seed and keep growing healthy trees; that
optimise the yield of enjoyable fruit.
While external subject matter experts and other professionals have a role to play, and provide
valuable contributions, one of the four overriding principles that distinguishes Action Research from
other program management approach, can be stated as; “In most of its forms Action Research is
also participative (among other reasons, change is usually easier to achieve when those affected
by the change are involved) and qualitative.”
For successful transformation, the people of the organisation need to own the construction,
operation, extension and improvement of the enterprise’s Service Management System and its
enabling underlying automation Layer. Others can only Guide and mentor or provide technology.
For IT to transform from an operational value to a tactical and strategic value for the enterprise,
there must first be in existence a people driven, Service Oriented Architecture based Service
management System that provides transparency across the supply chain of every Business Service.
Many enterprises tend to see the four
dimensions as discrete operational project
areas and limit Tool or Process Initiatives by
not providing budgets, for cost of effort,
required for building competencies and
preparing the people environment. This lack
of focus, on a key success factor, results in
drastic reductions in value delivered by these
projects and usually leads to disappointment
in accruing perceived values.
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4. FlexModeIP Practical IT
Transformation Techniques
Competency Development Program
An end-to-end innovative program designed to deliver
transformational results by converting learning into
business results for ITSMS Transformation initiatives.
While traditional ITSM learning programs, such as popular
Certifications in ITIL, ISO, COBIT, EA, and other
internationally available programs, adequately identify
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learning objectives of “what people know” or “be able to do” at the end of the program, the FlexMode
Transformation Techniques Competency Development Program components bring additional focus on; “what
they will practically do” after the training to achieve business-value objectives of the Transformation Initiative.
The program uses a life-cycle model that applies the 6 D’s in a 12
week time frame and uses, Schewart’s PDCA cycle good practice
detailed in the ITI CSI book. Values include;
 Makes learning more strategic by making clear the
relationship with the organisations mission.
 It increases the motivation to learn and collaboratively work by
answering the “What’s in it for me?” question.
 Increases the likelihood of investment by making the business
value explicit
 It puts attention on the collaboration between learning
managers and the line managers that; producing on the job
results can only be obtained with their support and reinforcement.
FlexModeIP Practical ITSM Transformation Techniques Program Life-Cycle
Stage 1: Preparation for Learning
The program starts with a rapid Initial “Discovery Assessment” to identify and align
with the executive management’s objectives for the transformation
initiative; by researching the existing operational culture and includes an
overview of the Business of the Enterprise and its alignment with
ITSM services using Service Oriented Architecture principles.
Based on the outcome of the Discovery Assessment and
agreed strategy, a custom built version of the end to
end program is built and delivered. Keeping in mind the
transformational requirements a Preparatory Learning
Workshop called the Practical ITSMS Transformation
Techniques, Foundation Workshop is conducted to
cover as large a section of the staff as found viable.
This workshop has a very high content of practical exercises and breakout sessions which use lateral learning
techniques to ensure knowledge transfer and Internalisation. Learning Content includes;
 Introduction to IT Service Management Systems
 Leveraging Enterprise Architecture Principles for creating Service Management Systems SOA based
Supply Chains for IT Service Management
 Foundation Level Introduction to good practices of the ITIL Service Management Life-cycle and their
application
 Personal and organisational values the come out a collaborative approach in building an automated IT
Service Management System
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5. Stage 2: Instructor Led Learning
This phase covers three major action elements.
1. Establishing a core group of staffers who will lead the
transformation actions.
2. Instructor Led Practical ITSM Transformation Techniques
Practioner Workshop
3. Identification and Prioritisation and strategy building for the
learning Transfer stage
1. Establishing a core group of staffers who will lead the
transformation.
This stage is where the action in many ways really begins. A core group of individuals are identified from the
staff who attended the Stage 1, Practical ITSM transformation techniques Foundation Workshops. The
selection of this core-group is very vital to setting in place a collaborative mindset of the staff operating the
supply chain on an end to end basis and should include all stakeholders to the extent possible. These could
rd
include Business Process Owners, IT Service Management Staff, internal and 3 Party Technical staff,
Quality Management Staff, Learning and development and other stakeholders.
2. Instructor Led ITSM Transformation Techniques Practioner Learning Workshop
This workshop builds on the concepts learnt in the Foundation workshop and elevates the participants to a
Practitioner level, building the required skills and behaviors for participating in the Transformation Initiative.
Learning content includes;
 Understanding the requirements for an IT Service Management System as documented in the ISO 20000
International standards.
 Practical IT Service Management Design
Techniques:
- Understanding management responsibility for
planning, Instantiating, Operating and
improving IT Service Management Systems
- Creating a “highest level abstraction drawing”
of the Service Oriented Architecture Model of
the Business Enterprise and how IT Services
are aligned to business Processes using the
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FlexMode ITSM SOA framework.
- Collecting and organising data for configuring
Service Management System Foundation
SOA.
- Understanding the principles and policy
requirements for operating Core ITSM Processes including, Incident,
Problem, Change and Service Level Management.
 Establishing ITSMS Baseline and iteratively applying Continual Improvement principles to improve
Customer outcomes.
 Establishing a Single Source of truth Data Warehouse for ITSM Data collection, analysis and use.
 The role of Transactional metrics versus Transformational Metric frameworks in embedding PDCA in the
DNA of the ITSMS
 Understanding and using Action Research combined with Kotter’s 8 steps for organisational change
3. Identification and Prioritisation and strategy building for the
learning Transfer phase
The workshop attendees collaboratively identify action items that they
will work on during the Learning Transfer stage.
Specific projects associated with the design, development,
implementation, sustenance, extension and improvement of the Service
management System will be identified.
Governance will be engaged to prioritise and provide sponsorship for under taking strategic action in the
ensuing stage.
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6. Stage 3: Learning Transfer
This phase covers the following major action elements.
1. Establishing the transfer climate through Program Governance
for Mentoring and sustaining continuity of purpose.
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2. Implementing the FlexMode ITSM SOA Framework in the
Automation Layer of the ITSMS.
3. Building a single source of truth ITSM Data warehouse
4. Using Quality Management Tools and techniques to analyse
warehouse data for service performance analysis, identify and
improvement opportunities mount Service Improvement
programs
5. Mounting formal Continual Service Improvement Projects to improve the effectiveness of IT services and
the underlying Service Management system
1. Establishing the transfer climate through Program Governance.
A governance body is identified and appointed to ensure that a
climate of commitment and sponsorship are securely in place.
This is to ensure that continuity of purpose is maintained by all
individuals and that executive management accepts
accountability for actions and results.
A core group is formed by identifying selected individuals from
Business, Service Management, Technical Management and
rd
3 Party Providers and appointing them as Single Point of
Contact for all ensuing actions which will be required from their
specific groups during the course of the transformation
initiative. A PMO is established to manage collaborations.
Formalised processes are operated to ensure that the SPOC
are adequately empowered for broad-based collaborative
action required for establishing IT Service managements
across service supply chains.
Periodic planned reviews are put in place to ensure that a
heartbeat is established to track weekly achievements, address
road blocks and ensure that adequate resources and motivation are available to the program.
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2. Implementing the FlexMode ITSM SOA Framework in the Automation Layer of the ITSMS
ITIL Guidance provided in the CSI book clearly identifies and cautions
against “Implementing Continual Service Improvement with little or no
technology”. The automation layer provided by various service
management tools form a very critical part of the organisations ITSMS
and capabilities for continual improvement.
Without automation, it is very difficult to
manage the vast complexities in IT
Service Management and therefore the
capability and competencies to influence
the automation of the ITSMS, by the
Practioner, is a crucial critical success factor for transformation initiatives.
Based on the strategic Prioritisation done in the previous phase, the Core Group
is mentored and supported in using the FlexModeIP Framework Active Enterprise Modeling tools and
templates to create SOA foundation data in the service management tools to create a model of Business
Services and their alignment with the IT organisation and IT services provided by them.
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7. 3. Building a single source of truth ITSM Data warehouse
This action element builds on the previous one where learning
transfer required for understanding architectural principles,
collecting foundation data required for establishing an SOA
ITSM Framework, configuring it in the Service Management
Tool set have been achieved.
In this Action Element the practioners are mentored in the
principles required for establishing a Single Source of Truth
data warehouse required for optimal storage and retrieval for
analysis of all ITSM data. Typically most Service
Management Tools are optimised for data collection and automation of various processes and they are not
optimally designed for organising data for effective analysis.
There is also the case where existing investments often include multi-vendor solutions that often work with
different database solutions and data architectures. This stage implements steps 1 to 4 of the ITIL 7 step
improvement process outlined in the CSI Book.
1. Define what you want to measure
2. Define what you can measure
3. Gather the data, who, how, when and integrity of data
4. Process the Data, frequency, format, system accuracy
This action element has dependencies on available tool sets and
technical competencies available to leverage the tool. The more
powerful and flexible the tool, the easier it is to derive value from it.
4. Using Quality Management Tools and techniques to analyse
warehouse data for service performance analysis, identify
improvement opportunities and plan Service Improvement programs
It has been observed that many service management tools while adequate for capturing data leave a lot to be
desired from a view point of the Data – Information – Knowledge – Wisdom cycle described in the ITIL CSI
book. There are several Data Warehousing and Business Intelligence tools that can enhance capabilities in
this area.
In this action element learning transfer for effective operation of the PDCA cycle is undertaken. Here is where
the preparation that has gone before is used to identify and make plans for improving both the Service
Customer Outcome and the underlying Service Management system in a systematic and formal manner.
Using the Data Warehouse built in the previous action element process steps, 5 and 6, of the ITIL 7 Step
improvement process outlined in the CSI book are operated.
These are;
5. Analyse the data, Relations, Trends, According to Plan,
Targets Met, and Corrective Actions
6. Present and Use the Information, Assessment Summary,
Action Plans, etc.,
The Integrated Incident Classification (based on Customer
Experience) Closure Categorisation (based on CI and Resolution
Action) embeds standard quality management tools such as Pareto
Diagrams and Trend Charts and provides a V model of each service on an
End to End basis.
This allows structured analysis of Service Delivery Performance factors from the view point of Customer
Outcome. Learning transfer for understanding the role of various technology groups and their collaboration in
delivering values to customers is surfaced and practioners learn to present their findings and proposals for
service improvement programs to the Governance for approval and sponsorship.
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8. 5. Mounting formal Continual Service Improvement Projects to improve the effectiveness of IT services
and the underlying Service Management system
In this action element, practioners transfer learning on how
to operate and manage a formal Service Improvement
program and covers step 7 of the 7 Step Improvement
Process identified in the ITIL CSI book. The practioners
implement the action plans approved by the governance in
a collaborative fashion and operate the improved service
or the Service Management System.
Practioners understand the importance and the power of
collaborating across the supply chain. Individuals from
impacted technology groups whether they are internal staff
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or staff of 3 Party providers form a project team and use the learning to operate quality management tools
identify root causes underlying identified improvement opportunities, innovate and implement solutions.
Stage 4: Celebrating Success
The Kotter’s 8 step process for organisational change identifies
“consolidating change and producing more gains” as one of the
key success factors for effective organisational change. Nothing
breeds success like more success; this stage of the program
deploys action elements that celebrate the success of producing
measurable value to the initiative.
The data warehouse and Business analysis capabilities imparted
in the previous stage are used to provide quantitative evidence
to validate the effectiveness of the improvement actions.
Qualitative data such as improved customer or stakeholder
satisfaction is collected and collated.
Success stories containing both quantitative and qualitative
aspects of the values accrued to customers and other stake
holders is highlighted and teams that demonstrate achievement
are suitably rewarded through appropriate reward and
recognition schemes.
It is important to note that the techniques applied should result
in customer outcome, the example on the right shows how
improvement actions can reduce the number of times a service
is interrupted thereby reducing the underlying reason for
customers to call for support.
Stage 5: Continual Improvement
The action elements in this stage have to do with
ensuring that the new approaches are anchored in the
culture. The CSI model outlined in the ITIL CSI book is
shown alongside requires actions to keep the momentum
going.
The practioners and the governance are encouraged to
formally adopt Continual Service Improvement and take
steps to embed PDCA into the DNA of their Service
Management System
The organisation is encouraged to put in place a Service
Improvement Register and operate the Problem Process effectively.
For Details contact: sukumard@Actionresearchfoundation.com
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