Designing and Transforming IT Organizations is the introduction book to a series of (initially) six books that will provide background considerations, theory, instructions, and practical guidance for setting up organization structures in the context of improvement projects.

The areas to be covered range from designing and transforming IT organizations in general, to detailed guidance on organizing service level management, change management, incident management, application management and security management. Extent book: 220 pages. Size book: 170 x 240 mm. ISBN 9780117080744

Key focuses

  • Failure of IT service management projects has often been due to organizational issues. There are lots of books about ITSM, but almost none about the organizational issues of implementation projects. This book builds on the knowledge of many experts from all over the world, on theory, and extensive practice of two decades of IT service management and ITIL.
  • Provides clear structures that can be reused and applied in your own practice – it follows straight-forward definitions, and uses examples and case studies to illustrate how organizational change works in practice. Above all, it provides you with a fundamental understanding of how organizations are designed and developed with a set of instruments that you can use in your own practice.
  • Employees are the core of an organization, so the human factor receives extensive attention. Attention for the ‘people factor’ is growing fast. Everyone seems to understand that focusing on process definitions and tools is not sufficient to create a mature service organization. But practical guidance was not easy to find, until now.
  • Offers a coherent set of concepts and terminology, including roles, role structures, job descriptions, processes, tasks, responsibility, authority, profession, skills, responsibility matrices (RACI), human factors, Attitude/Behaviour/Cultur e (ABC), separation of duties, conflict of interests, et cetera. Also, the aspects of accountability and governance are discussed, because an IT service management organization has its place in governance, and accountability has to be ensured.

Chapters

The chapters in this book define the components of the reference and change model and discuss all aspects and related topics:

  • Chapter 1: Context
  • Chapter 2: Organization
  • Chapter 3: Roles
  • Chapter 4: Accountability
  • Chapter 5: Human factor
  • Chapter 6: Governance
  • Chapter 7: Organization development and design
  • Chapter 8: Example: organization improvement using teams
  • Chapter 9: Organization change
  • Chapter 10: Implementation approach for ITSM

Assure the success of your future IT service management projects by applying the instruments of this unique book.

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Table of contents:

  • 1 Context – page 9
  •   1.1 Introduction
  •   1.2 Why was this book series written?
  •   1.3 Reference and organization change model
  • 2 Organization – page 17
  •   2.1 Vision, organization and processes
  •   2.2 From process model to activity
  •   2.3 From organization model to position
  • 3 Roles – page 41
  •   3.1 Roles, activities and positions
  •   3.2 Responsibilities
  •   3.3 Skills required to carry out responsibilities
  •   3.4 Match employees to roles
  • 4 Accountability – page 67
  •   4.1 Assigning accountability and responsibility
  •   4.2 RACI model
  •   4.3 RACI table
  • 5 Human factor – page 81
  •   5.1 The human factor to make the fit
  •   5.2 Employee commitment
  •   5.3 Attitude, behavior and culture
  • 6 Governance – page 93
  •   6.1 Governance and conformance
  •   6.2 Demand-supply relationships
  •   6.3 IT governance framework
  • 7 Organization development and design – page 109
  •   7.1 Organization structure and charts
  •   7.2 Organization development
  •   7.3 Design principles for organizations and teams
  • 8 Example: organization improvement using teams – page 129
  •   8.1 Improving the organization structure with teams
  •   8.2 Nature of work as design principle for teams
  •   8.3 Role rotation and effective planning of employees
  •   8.4 Focus on results and accountability
  •   8.5 A note on process driven organizations
  • 9 Organization change – page 151
  •   9.1 Organization change process
  •   9.2 Growth model for organization change
  •   9.3 Business IT Integration Maturity (BITI) model
  •   9.4 BITI and 5P model to guide change
  •   9.5 Continual improvement
  • 10 Implementation approach for ITSM – page 179
  •   10.1 Implementation guidelines
  •   10.2 Approach for implementing ITSM
  •   10.3 Implementation guidance
  •   10.4 Measure change performance
  • Further information – page 209
  • Acronyms
  • Index

Acronyms:

  • ABC attitude, behavior, culture
  • BITI model business IT integration maturity model
  • CIO chief information officer
  • CMDB configuration management database
  • CMMI capability maturity model integration
  • CSF critical success factor
  • CSI continual service improvement
  • FTE full time equivalent
  • ISM Method integrated service management method
  • IT information technology
  • ITGI IT Governance Institute
  • ITIL Information technology infrastructure library
  • ITSM IT service management
  • KPI key performance indicator
  • MOF Microsoft operations framework
  • OGC Office of Government Commerce
  • OSA operational support and analysis
  • PDCA plan, do, check, act
  • PMM process management matrix
  • RACI responsible, accountable, consulted, informed
  • RACI-VS responsible, accountable, consulted, informed, verifies, signs off
  • RASCI responsible, accountable, supportive, consulted, informed
  • RFC Request for change
  • RFI Request for information
  • RFP Request for proposal
  • SAME strategic alignment model enhanced
  • SFIA Skills Framework for the Information Age
  • SLA service level agreement
  • SMF service management function

Recommended websites:

References: books:

  • Bon, J. van, et al (2007). IT Service Management – An Introduction based on ISO 20000 and ITIL V3, VHP.
  • Bon, J. van & L. van Selm (2008). ISO/IEC 20000 An Introduction, VHP.
  • Cabinet Office (2011a). ITIL Service Strategy, TSO.
  • Cabinet Office (2011b). ITIL Service Design, TSO.
  • Cabinet Office (2011c). ITIL Service Transition, TSO.
  • Cabinet Office (2011d). ITIL Service Operation, TSO.
  • Cabinet Office (2011e). ITIL Continual Service Improvement, TSO.
  • Cabinet Office (2011f). ITIL glossary and abbreviations, TSO
  • ISO/IEC 20000: the international standard for IT Service Management.
  • ISO/IEC 38500: the international standard for corporate governance of IT: IT Governance.
  • Kanter, M. et al. (1992). The Challenge of Organizational Change, Free press.
  • Kotter, J. (1996). Leading change, Harvard Business School.
  • Leenards, P., D. Pultorak and C. Henry (2008). MOF v4.0 Pocket guide, VHP.
  • Mari, G. de & P. Leenards (2009). Five years of IT management improvement – eight cases. Case: From technology to service (pages 71-76: Leenards, P.), Delft University.
  • OGC (2007). ITIL Service Strategy, TSO.
  • OGC (2010). ITIL Planning to implement Service Management, TSO.
  • Paracha, B. & J. ten Hagen (in press). Roles and responsibilities in Application Management, TSO.
  • Phillips, J (1999). Accountability in human resource management, Butterworth-Heineman.
  • Picard, M., C. Feltus and J. ten Hagen (in press). Roles and responsibilities in Incident Management, TSO.
  • Powell, W., J. van Bon and J. ten Hagen (in press). Roles and responsibilities in Service Level Management, TSO.
  • Varlamov, O. (2010). The balanced view on strategic business and IT alignmentrevising the approach of Getronics Consulting, Twente University.
  • Wilkinson, P. & J. Schilt (2008). ABC of ICT – An Introduction to the Attitude, Behavior and Culture of ICT, VHP.

References: articles:

  • Bon, J. van & W. Hoving (2007). SAME – the Strategic Alignment Model Enhanced, BHVB, ITSM Portal.
  • Bon, J. van & J. Dyer (2009). Cross-Reference ITILv3 and MOF 4.0, OGC
  • Feltus, C., E. Dubois and M. Petit (2010). Conceptualizing a Responsibility based Approach for Elaborating and Verifying RBAC Policies, RELAW10, Sydney, Australia
  • Greiner, L (1988). Evolution and Revolution as Organizations Grow. May-June 1988, Harvard Business Review.
  • Hoving, W. & J. van Bon (2008a). Functions and processes in IT management, IT Service Management, in: Global Best Practices, volume I, VHP.
  • Hoving, W. & J. van Bon (2008b). The Process Management Matrix (PMM), variations in process management, in: IT Service Management, Global Best Practices, volume I, VHP.
  • Hoving, W. & J. van Bon (2010). De ISM-Methode. Verleden, heden en toekomst in IT-servicemanagement. Academic Service.
  • Leenards, P., H. Vriends and M. Burghoorn (2008). Improving the IT organization using the team model, in: IT Service Management Global Best Practices, volume I, VHP.
  • Leenards, P., M. Croon and J. Duijts (2009). Modern beheer, andere frameworks, AutomatiseringGids, January 9, 2009.
  • Leenards, P. & R. van der Burg (2009). De case for MOF v4.0, TITM, January 2009.
  • McClelland, D (1973). Testing for competence rather than for intelligence. American Psychologist, January 28, 1-14, 1973.
  • Nolan, R. (1979). Managing the crisis in data Processing. Harvard Business Review. March-April 1979

Index:

A accountability 51, 68, 70, 71, 73, 95, 132 acquisition 95 activity 33, 42 architecture team 141 assignment 15, 68 attitude 89 attitude, behavior and culture (ABC) 15, 89, 170, 174 authority 15, 40, 70, 97 authority matrix 70 B behavior 54, 89 behavioral skills 55 C capabilities 61 career paths 85 commitment 10, 64, 87, 195 competence 15, 56, 60 compliance 14, 97 compliance team 141 conformance 95, 97 consulted 71 continual improvement 174 continuous improvement 97 control 28 crisis 159, 172, 187 critical success factor (CSF) 29, 206 culture 89, 90 current state 153 D decisions 97 delegation 70 demand 103 department 14, 31, 38 desired state 153 divisional structure 111 E effective 29 efficient 29 employee 14 employee commitment 87 evolution 172, 187 experience 15 F function 10, 23, 38 functional structure 111 G governance 94, 103 governance model 14, 96 groups 38 H hard skills 55 human behavior 95 human factor 82 human resource model 65 I iceberg model 82 implementation 180 informal structure 112 informed 71 input 28 intent 85 ISM method 26, 27 ISO20000 104 ISO38500 95, 103 ITSM 10 ITSM process models 25 J job description 40 K key performance indicator (KPI) 30, 206 knowledge 15, 83 L leadership 154, 155 line manager 46 M management paradigm 99 management team 141 matching 58, 60, 63 matrix organization 131, 143, 149, 204 matrix structure 111 metrics 29 mission statement 20 MOF 131 motives 84 N network structure 111 O operations 100 operations team 141 organization 14, 35, 37 organizational capabilities 19 organization change 152 organization chart 37, 38, 112 organization commitment 88 organization design 14 organization development 14 organization model 14, 36 organization structure 111 outcome 19, 28 output 19, 28 outsourcing 107 P partners 21 PDCA cycle 46, 175, 176 people 11 performance 21, 95 performance indicators 29 PMM 136 position 14, 39, 42 proactive 201 procedures 34, 149 process 10, 23 process controller 44 process coordinator 44 process execution 43 process management 43 process manager 46 process maturity 207 process model 14, 25 process operator 44 process owner 44, 194 process step 32 professional skills 55 provider 102 Q qualifications 15 qualities 84 R RACI 70 RACI table 71, 73 RACI-VS 71 RASCI 71 reference model 14 resistance 155 responsibility 15, 40, 43, 52, 68, 70, 71, 95 revolution 172, 182, 187 revolution strategy 159 role 42 role profile 15, 58, 135 role rotation 143 S self-image 84 separation of duties 100 service 20 service management 18 services team 141 skills 15, 53, 83, 146 skills framework 65 social role 83 soft skills 55 solutions team 141 strategy 95, 100, 153 sub process 32 suppliers 102 supply 103 supply chain 104 support team 141 T tactics 100 tasks 40 team 14, 38, 50 team model 131, 140 Team SMF 131 transition 154 trigger 28 U utility 20 V value chain 104 value creation 95 virtual team 39 vision 14, 153 vision statement 20 W warranty 20 work instruction 35