ITIL® and Me

In the trenches with ITIL and ITSM.

Browsing Posts published by Michael

If you’ve been following me on Twitter you’d know I’m excited about gamification. In fact, I even started this blog post about building gamification into S***-**w and what I was going to do to develop such a module (I may even append that original post to the bottom). On the other hand, a colleague today made a comment along the lines of “Gamification? We’ve been doing contests to improve customer service for years.” To be honest, that got me thinking.

I’m annoyed at buzzwords. To be specific, I’m more annoyed at the fact that these buzzwords are coming and going, but there doesn’t seem to be much adoption. Plenty of talk, absolutely, but where’s the change in IT? Think I’m crazy? Let’s look at each of them individually:

Social Media: The father of IT buzzwords in my opinion. For me, it all started with Friendster, followed by Myspace and eventually to the king of it all, Facebook. I also can’t forget about LinkedIn and my three Twitter accounts. With all these social media outlets for a single person, how could any organization not have a thriving social media community? Oh wait, that would be mine… never-mind.

Cloud Computing: The “cloud” reminds me more of the 1958 movie The Blob – there’s no way to really describe such a mass, but it’s moving, growing, and some people are definitely terrified of it. As for me? I’m happily (and slowly) moving more of my personal items to it. Box.net, Dropbox, streaming music/movies, even Microsoft Office products. Technically, I could even say all my email is there (as is probably yours). And the concept is great – someone else worries about all the hardware and resources that goes into delivering a service, and I only need to focus on how best to utilize that service to gain value. It’s a win-win, right? So really, why does it seem like there’s a slow adoption? Maybe it’s hard for IT people to think in terms of services. Maybe change is just hard. I’m not sure of the answer, but I’m still hearing more talk over seeing the action.

Gamification: I grew up playing games, and every once in a while (as my toddler son allows), I get to actually play one. The best games are those played online and against other people. Competition is natural, and when winning, enjoyable. So “gamification” isn’t necessarily a new idea. It’s really more of a new buzzword. Please don’t think I intend to downplay the energy; I’m very excited and I’m looking forward to building gamification into S***-**w (which I think I mentioned). But will this simply pass over IT as well? After all, I’m seeing gamification with such applications as Foursquare, and even with some sites like Slickdeals.net, so mixing natural human psychology into motivation certainly works. But can the enterprise IT world embrace this as well?

I really don’t intend to sound negative with this post. On the contrary, I’m rather optimistic about each of the previously mentioned “buzzwords.” My only complaint is that I want to have each of them stop being buzzwords and for them to move into the general IT lexicon of available “tools of the trade.”

Now – on to my original post (and it isn’t edited and not finished):

Game On!

A few weeks ago the helpdesk manager at my (quasi) new place of work brought up the idea of building some gamification into Service-Now. He even handed me a wonderful article from the brilliant Gartner analyst, Jarod Greene, which went into more detail about gamification in the IT Service Management world (I follow Jarod on Twitter, so he has to be brilliant). A few days later I got a visit from another brilliant fellow who now works at Service-Now (once again, I know he’s brilliant because I follow him on Twitter). I brought up the idea of building gamification into Service-Now and I wanted to know if anyone had done it before. Still being fairly new to Service-Now, and since Service-Now operates in the 21st Century, he didn’t know the answer but was more than happy to post the question on the internal message board. It really did not take long at all (I don’t even think minutes) before the comments started rolling in about the exciting idea. That same day, with the help of a partner who’s working with me on Service-Now (I won’t name specific names – I’ll just say they’re a Partner that helps bring things to Fruition), we began building the actual mechanics of gamification. I don’t want to make this post too much about the theoretical aspects of the game, especially since they’re different for everyone, but I’d rather give more detail as to what I’m going, and if I can generate any feedback, great.

First, we’re going with a badge system (think Foursquare on this one). This means I’d need a table to contain the badge informatio

So, from time to time I like to blog about difficulties I’m facing in the IT Service Management World.  There are two major reasons why I love blogging about such topics.  First, I get to kvetch, and for me, kvetching is a minor enjoyment in my life (for reference on kvetching, see http://www.thefreedictionary.com/kvetch).  The second reason is a bit more practical, and it’s to warn others out there that may be facing similar situations or cultures.

This past Wednesday I had a wonderful meeting with the Change Management process owner at my (quasi) new job.  I probably should not have scheduled it on a Wednesday before Thanksgiving, but I wanted to cut to the chase on talking about Change Management and having a meeting before a holiday gets people to cut to it rather quickly.  I don’t want to spend too much time on going over the history of Change Management at my job, but I’ll say that they only have two types of Changes; Normal, and everything else, a.k.a. “Emergency.”  Interestingly, both the Normal and Emergency change “processes” look pretty similar, so I want to make improvements, which took me to Wednesday’s meeting to talk about my ideas.  During the meeting I was showing new processes to follow (with the Normal and Emergency change processes looking to be two distinctly separate processes), and then the question was asked “What about if a Change doesn’t fit as Emergency, but doesn’t get submitted in time for Normal?”  My answer was simple; it gets rejected.

As soon as I finished my simple answer, I could hear the crickets chirping.

This is the part of my job that’s difficult; convincing management that it’s OK to follow policies.  In fact, in some organizations, it’s actually encouraged to follow policies and processes.  And now here I am, a motivated ITSM professional that sees the need for vast improvements to Change Management (thanks to the book Visible Ops), and I’m running into the culture that will happily risk production stability for the sake of easy Change Management.  But I’m not going to worry about it.  Cultures can change and this organization is no different then hundreds of others out there in the IT world.  It really only takes one good rejection to show others that people will follow policy.  At my last job, it was because a Request for Change missed the deadline.  At this new job, I’m sure it’ll be something similar.  After all, the first ” no” is the hardest (I’m thinking song parody to First Cut is the Deepest).

Last week I had to fly out of town on a visit to a remote site (hence why I haven’t blogged lately).  During the unloading of the final flight on my way home, I walked past the flight attendants and pilots as they gave their passengers the final thank you and goodbye (you know, when they say “thank you for flying [blank airline], come see us again”).  I just had to bite my tongue and not say “thanks for not f*****g up the landing.”  See, this thought in my head came from a joke circulating around the internet (see the screenshot below) and any time I fly, it always comes to mind.  But, I hadn’t walked too far away from the gate when it hit me (an idea – nothing literally hit me).  Such a simple concept really holds a lot of value to ITSM.

If you’ve read the cartoon below then you know there’s this cute letter a little girl has written to the pilot of an airline.  In the letter, she writes how its her first time flying and that her mum thinks the crew is nice.  First time for something, nice people, picturesque scenery – I don’t know about you, but this sounds like the beginning of an ITSM initiative.  If you don’t believe me, just invite a few vendors to visit and you’ll get the idea.  At the end of the letter the little girl gets down to business; don’t f**k up the landing.

See, during the entire flying process there are hundreds of facets that can make a horrible flight go right.  Of course, there are hundreds that can make a great flight go horrible (I know…I just took a 1 year old on a 12 hour flight).  But of everything, the single most important part is the landing, and that’s why I say to keep it in mind.  An ITSM project/initiative can have tons of documentation, diagrams, culture changes, processes, meetings, rewards, etc., but if it doesn’t do the most important of tasks (like landing), it’ll just crash and burn.

If you’re wondering what the most important task is, you’re in luck; I’ll tell you.  It’s value.  Whatever you do, whichever projects get approved, make sure there’s value in it.  If you can improve the way IT and the business can function, then you know you’ve made a successful landing.  If not, remember that your seat cushion can double as a flotation device.

Nothing like a cold day in Chicago.  Well, it’s cold for the current weather considering it was just 70 degrees a few days; I guess if I lived in the arctic this would be considered warm.  Anyway, I’m in Chicago at the tail end of my S*****w training (sorry, I’m “technically” trying to be vendor agnostic).  After seeing some really cool things with the tool, I’m really starting to realize that these ITSM products are moving beyond IT.  Or maybe it’s the beginning of IT “merging” with the business; either way, thinking about it just seems to bring up a deep and ominous voice in my head that says “It has begun!”

During a CIO panel discussion earlier in the year, most of the participants agreed that IT and business are going to move closer together in the future, until merging into a single unit (read http://www.itilandme.com/?p=238).  So, what does this mean?  OK, obviously IT isn’t really going to be taking over the business functions, but it does mean there’s going to be a change in how the businesses’ customers interact and rely upon IT.  Case in point, I once heard Virgin Arlines described as an IT company that flies planes, while British Airways is an airline company that uses IT to enhance services (I think I got that from Malcom Fry – I better check my sources).  Since I know I’m not (completely) crazy, I can be sure I heard such a reference and it paints the merger of IT and “the business” perfectly:  Business processes are starting to really become IT processes…they’re merging.

Stepping back for a moment,  I want to tie this into my experience from this week.  The tool I’m using was originally developed to provide IT Service Management; Incident Management, Change Management, etc.  The technology, however, has evolved from a SaaS to a PaaS.  It’s no longer expected to be used for IT and ITSM related activities.  It’s now a platform from where IT can build specific services for “the business,” to be used by “the business.”  Does this sound interesting to you?  Well, if not then you’re reading the wrong blog – the concept is very interesting to me (until my ADHD takes my attention somewhere else).  IT is now taking a (formerly) dedicated tool for its own use and building applications and processes outside of the original scope.  In other words, both business and IT are now sharing software products.  I don’t know about you, but this sounds like a merge to me.  Here’s hoping “we can all just get along.”