1. Guest: Gary Case Pink Elephant

    Gary’s thunderbolt tip of the day: Whenever you’re doing major incident review and root cause analysis it should never be about pointing fingers or placing blame – it will kill effectiveness of process. It should be about how can we improve and how can we deliver better value out to our customers.

    NOTES:

    Service Management the Evolution – lots of people didn’t know about the history. Good feedback
    Colorado - mini Pink office. Anointed as heart of US Service Management movement
    Difference between major incident review and root cause analysis around problem management
    After a major incident is resolved you get together as a team and ask questions “what did we do well/not do well?” “what can we learn for future incidents?”
    Sometimes there’s issue with people worried about even declaring something a major incident
    Should a major incident be logged as a problem?
    Problem is anything significant that has impacted the organisation’s ability to achieve outcomes – could be a single significant event OR a recurring incident (i.e. underlying problem causes incidents)
    If you’re going to define a problem it should be a conscious decision against criteria
    Problem management should be the simplest process to implement
    If culture is ‘we don’t like problems’ people will be reluctant to do problem management properly
    The investigation is about root cause analysis
    Seen people change an incident to a problem just to get more time
    Problem management is part of CSI (step 5, analysis)
    Like Rob England’s Standard+Case – problem management like case management is not linear
    Are there people who are natural problem solvers / investigators?
    Learning styles and information gathering skills play big part of who should be doing this
    Problem management often needs to be a whole-brain activity – some are more attuned
    People sometimes resist answering certain questions because they don’t welcome visibility – flashlight being shone around
    How will culture evolve so that people don’t mind the light?
    Base decisions on data, make sure you have the correct data
    Governance is needed and on going communication to explain why data is needed
    No longer can just say ‘Trust Me’
    Once door is open / light is on something has to be done differently – can’t hide any more
    What can a mature organisation do? Ensure people are allocated appropriate amount of time for root cause analysis
    Immature orgs: step back and start defining what the definitions are, trend reports, identify one or two problems to try the process and as proof of concept
    Gary’s Thunderbolt Tip of the Day: Whenever you’re doing major incident review and root cause analysis it should never be about pointing fingers or placing blame – it will kill effectiveness of process. It should be about how can we improve and how can we deliver better value out to our customers.

    # vimeo.com/67727049 Uploaded
  2. show notes with links: servicesphere.com/blog/2013/5/10/practitioner-radio-episode-42.html

    Guest: Rae Garrett, Principal Consultant, Pink13

    Rae Garrett’s thunderbolt tip of the day: remember you are going to make change contagious. The people who do the work know the answers about what has to be improved. When they decide the change is a good one they’re going to keep the momentum going the change will be a reality.

    NOTES:
    Ultimate Answer to Life the Universe and Everything: summon Rae Garrett!
    Rae’s role – teach people to become change agents and become empowered. Teaching leadership.
    First show talking about creating change agents
    Key things people need to think about: nobody likes to be told what to think or what they’re going to change, if we expect people to embrace change make sure it’s their idea and we’re empowering them to do it themselves
    Are some people just not going to change? Troy – Western cultures can be more individualistic, some other cultures are more group orientated
    A change agent sets out to make an improvement and has to convince others it’s a good idea
    Usually people are different in home life than their work life
    Change agent needs to believe in the change to have any hope of inspiring belief in others
    If there is an influential peer group leader you have to get them on the team – respect and act upon their concerns - Change leader may have to compromise to get this person on board
    Don’t always need the whole win straight away
    Awareness requires only that we pay attention and see things as they are, it doesn’t require that we change anything. There is a role for mindful contemplation
    How do we know what’s best for everyone?
    Barbara Coloroso – in parenting models extremes are not good (too unbending or too permissive)
    Key is creating a vision that’s inspiring enough that people do want to follow you
    Continually improving cycle
    Piaget said you have to help people get to disequilibrium then to get past that
    Key influencers can help get those who don’t believe they can make a difference on board
    Hardest thing can be unlocking the attachment to the past
    1% rule – 1% of people online are change agents, 9% are influencers, 90% are observers
    Identifying those who are more impactful – what if you have no relationship with them? Figure out your platform – may be a middle-man or extra step needed to get to them
    Have to get a spectrum of people. Have to do stakeholder mapping – who plays what role
    Rae case study: company had a lot of upper leadership going to meetings, had to convince them they had to have the people who actually do the work in the meetings – they have the answers
    Go to the source of the thing you’re trying to change
    Rae Garrett’s thunderbolt tip of the day: remember you are going to make change contagious. The people who do the work know the answers about what has to be improved. When they decide the change is a good one they’re going to keep the momentum going the change will be a reality.

    # vimeo.com/66059195 Uploaded
  3. Show notes with links: servicesphere.com/blog/2013/4/4/using-agile-scrum-for-itsm-projects-practitioner-radio-episo.html

    Troy’s Ready-to-Ship Thunder Bolt Tip of The Day: consider using an agile scrum methodology to achieve your continual service improvement goals, especially when you’re after incremental improvement

    NOTES:
    Pink-washed: overwhelmed, fun
    Scrum in 10 minutes (CHRIS HAS VIDEO)
    Scrum is a development methodology
    Agile is a principle in product development that looks at short sprints to get small packages print or production ready vs looking at a whole project all at once
    TLC told us in the 90’s - don’t go chasing Waterfalls!
    Prince2 says check back every big block but Scrum focuses on even smaller sets of tasks – sprints and releases
    Figure out your release then evaluate
    User stories drive product backlog and wish list
    Daily meetings – Kanban /scrum meetings
    Easier to measure success - quantifiable
    Focus on value – outcome for customer. What have you done for me lately?
    Prioritise tasks by customer need / pains
    Voice of customer is not usually a natural skill for IT people
    Outside-In thinking
    Assessment and recommendations should be written with customer in mind
    Look at short term, mid-term and long term releases
    Transformation is very different to incremental improvement – transformation is about fast, over-arching change, whereas incremental improvement is about getting better by making small changes
    Design, build & deploy in pieces rather than all at once
    Suits our ‘distracted’ society. We’re all in constant change
    Different people suit different methodologies – not necessarily either / or
    A sprinty spark (or a sparky sprint) can get you moving
    If it’s not about the customer it’s a waste of money
    See book Run, Go, Transform
    Dev and Ops aren’t used to thinking about end customer value – more asset optimisation
    Could apply Scrum to personal human objectives
    Do we consider ourselves when putting customer first?
    Moving the family across the country is a transformation – moving schools, new house, address changes, insurance, jobs etc everything pretty much has to be done all at once. It would be possible to do it incrementally but it would take a lot longer. Some things are not suited to scrum approach.
    Scrum is good when you have little budget – make small changes you can do yourself, bit by bit, build momentum as it proves value and get buy in
    Troy’s Thunderbolt ready-to-ship Tip of The Day: consider using an agile scrum methodology to achieve your continual service improvement goals, especially when you’re after incremental improvement

    # vimeo.com/63641694 Uploaded
  4. Live from Pink13: Service Orchestration - Practitioner Radio Episode 39

    Show notes with links: servicesphere.com/blog/2013/2/28/live-from-pink13-service-orchestration-practitioner-radio-ep.html

    Troy’s Thunder Bolt Tip of The Day: Have to understand the larger system of generating value

    NOTES:
    Recorded in front of a live audience at Pink13
    PR - 19hours of audio!
    ‘Outcome Leasing’ is happening
    Need harmony between suppliers
    Even Enterprise Architecture is struggling
    Is information actually used?
    Essentials for an orchestra: 1 conductor 2 a common score
    Conductor must understand the full score
    Not everyone has to be involved in writing score
    Who is the conductor?
    Don’t blame the supplier when you haven’t got a common score
    Not likely to get this right first time
    Orchestras within orchestras but no-one wants responsibility for the entire picture
    Must be built for change
    Value Chain is another 'score'
    Operating model is the score at a Management Practice level
    SMO has to be broad thinking
    Systems thinking essential – everything is related to everything
    For most this is too challenging – stems from Industrial Revolution / task specialisation
    CMDB is different now – it’s a system diagram of relationships
    Number 1 issue is lack of systems thinking
    Fixing the bigger problem creates the value
    No-one is managing above the domain level
    Without a common score and conductor you won’t make music anyone wants to hear
    And the band played on…

    # vimeo.com/60747507 Uploaded
  5. show notes with links: servicesphere.com/blog/2013/1/28/practitioner-radio-episode-38-pink13-preview-show.html

    notes:
    Guest: George Spalding, Pink Elephant
    Chris’ Trivia: what happened this day in January 2011?
    Pink11 video went viral – social media
    Episode 22 recorded at Pink12 was 2nd most listened to ever
    Practitioner Radio Ep39 will be recorded live at Pink13 on 18th Feb – Grand Ballroom, 7.30am
    Pink13 Schedule
    Attendance this year looking good
    Social media: @theITILexperts also @Pink_13 for live updates
    Hashtag #Pink13 for all tweets
    Streaming keynote sessions live!
    Increase of HE and government organisations attending
    Re-invent for new generation
    Different speed tracks needed
    Pink getting into training on frameworks
    Reasons for attending change year to year
    IT is still trying to do more with less – EFFICIENCY
    Heroism doesn’t scale well!
    Accommodating wi-fi for multiple devices
    Can you really be in two places at once and take it in?
    Adapting events to the multi-tasking, multi-device era
    Bobble heads are back!
    George’s Thunderbolt Tip of the Day: Pink13 – be there or be square!

    # vimeo.com/58442757 Uploaded

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