ITIL and organizational change / Pamela Erskine.

ISBN:

9781849284233

9781299468672

Title:

ITIL and organizational change / Pamela Erskine.

Author:

Erskine, Pamela.

Personal Author:

Erskine, Pamela.

Physical Description:

1 online resource (x, 133 pages)

Contents:

Preface; About the Author; Acknowledgements; contents; Introduction; Why do some organizations fail to realize the benefits of the Information Technology Infrastructure Library (ITIL) after implementation?; Chapter 1: How was Organizational Change Addressed during the Project?; Has the organizational change required for success been defined and addressed within the IT service management project?; Project selection; The value proposition; Chapter 2: Organizational Change; The human aspects of change; What motivates people to change?; Why does change affect them in this manner?

How do we address the self-doubt?True stories from the frontline: the human aspect of change; Chapter 3: Organizational Change Models; ADKAR®; Metrics are part of reinforcement; Six Change model; 1. Education and communication; 2. Participation and involvement; 3. Facilitation and support; 4. Negotiation and agreement; 5. Manipulation and co-option; 6. Explicit and implicit coercion; Freeze Change model; McKinsey 7S model®; Strategy; Structure; Systems; Shared values; Skills; Style; Staff; Kotter's eight-step model for change; 1. Establish a sense of urgency; 2. Create a guiding coalition

3. Develop a vision and strategy4. Communicate the change vision; 5. Empower broad-based action; 6. Create short-term wins; 7. Consolidate gains and produce more change; 8. Anchor new approaches in the culture; How can an organizational change model help?; True stories from the frontline: an overloaded employee; Chapter 4: Selecting a Change Model; Which model is right for the organization and/or project?; ADKAR; Six Change; Freeze Change; McKinsey 7S; Kotter's eight-step model for change; True stories from the frontline: success was planned; Chapter 5: Accountability

True stories from the frontline: accountabilityChapter 6: Planning; Organizational change plan; Communication plan; Planning tips and techniques; Chapter 7: Important roles; Roles and responsibilities; Governance; Chapter 8: Realizing the Benefits after the Fact; Chapter 9: Additional Guidance; Critical skills; Four areas for success; 1. Planning for organizational change; 2. Communicate about the project. Do it early. Do it often. Do it well.; 3. Engage the staff in the project; 4. Measure the current state, set goals, routinely measure progress, and publicize the outcomes.; References

Appendix 1: ITIL Consulting and Advanced Organizational Performance Techniques {u2122}ITIL consulting services:; ITG Resources; Other Websites; Toolkits; Training Services; Professional Services and Consultancy; Publishing Services; Newsletter

Local Note:

eBooks on EBSCOhost

Title Subject:

IT infrastructure library.

Subject Term:

Information technology -- Management.

Business enterprises -- Information technology -- Management.

Organizational change -- Management.

Format:

Electronic Resources

Electronic Access:

Click here to view

Publication Date:

2013

Publication Information:

Ely :

IT Governance Publishing,

2013.

Available:*

Shelf Number	Material Type	Copy	Shelf Location	Status
004.068	1:E-BOOK	1	1:ONLINE	Searching... Unknown

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Summary

In ITIL® and Organizational Change, Pamela Erskine analyzes some of the reasons why organizations fail to realize the benefits of ITIL and offers practical ways to avoid these pitfalls. Drawing on her many years of experience, Pamela discusses five different models of organizational change and explains how to select the most suitable approach for your project and your organization. Real-life examples bring the theories to life.

Author Notes

Pam Erskine has over 15 years of leadership experience with a focus on IT and service transformation through clear vision and strategy, process improvement, knowledge management, training, and accountability. In her role, she is accountable for providing best practices, thought leadership, and guidance relating to the ITIL framework.

Pam is a proven leader, having operational responsibility for several IT transformation initiatives with measurable results in customer satisfaction, efficiency, and effectiveness. She has managed staff of 200+ that are focused on providing reliable IT services which are aligned with business needs.

In addition to operational responsibility, Pam has provided consultancy to Fortune 50 companies on IT strategy, IT service management, and organisational change initiatives.

Pam has developed an Advanced Organizational Performance Techniques(tm) program, entitled AdOPT(tm), which includes assessments, practices, techniques, and training relating to planning and managing organizational change. Although often applied to the implementation of ITIL best practices, this modular program works well with any initiative requiring a significant shift in organizational behaviors.

Pam is an ITIL Expert, an ITIL Service Manager, is Six Sigma certified, and is a Certified Help Desk Director.