How do you handle Execs who won't hold the line!?

ClickOK · Newbie Joined: May 11, 2009 Posts: 1

We get the ITIL v3 go! Now, Execs are waffling on the implementation. This isn't the first time I've seen this. Execs will not hold the line and stick to the original plan. I feel like they will collectively listen to 1 crazy person and change their minds. How do you handle this?

UKVIKING · Posted: Tue May 12, 2009 4:46 pm Post subject:

well

as I am usually not the exec's boss or the crazy person's manager... i suck it up

i try to make sure the presentaiton about the plan has both the benefits and drawback amd conmsequences of implementing ITIL (not ITIL not v2 or v3)

If that dont work.. well a kind word and a 2by4 usually helps more than a kind word

and if the court releases you... find another job
_________________
John Hardesty
ITSM Manager's Certificate (Red Badge)

Change Management is POWER & CONTROL. /....evil laughter

Diarmid · Posted: Tue May 12, 2009 6:53 pm Post subject:

clickok,

you are not by any chance working where I used to?

Your problems are probably deeper than you think, because management like that will still not hold the line after you have implemented. The slightest sign of a problem will have them screaming for reform of this system that they always knew would not work because it is too cumbersome/complicated/theoretical. Not to say it requires management to behave in a consistent and sensible way.

If they are now wanting to change the plans, build new plans and include phases for further change and delay due to "anticipated, but as yet undetermined, strategic reconsiderations" every 6/3/1 month/week. Then draw the infinite curve towards completion.

Then hit a few milestones to put on your CV and ...
_________________
"Method goes far to prevent trouble in business: for it makes the task easy, hinders confusion, saves abundance of time, and instructs those that have business depending, both what to do and what to hope."
William Penn 1644-1718

DYbeach · Posted: Wed May 13, 2009 9:16 am Post subject:

Document the risks
_________________
DYbeach
ITIL V3 Release, Control & Validation
PMI CAPM (R)

"In times of universal deceit, telling the truth will be a revolutionary act." George Orwell

Diarmid · Posted: Wed May 13, 2009 6:06 pm Post subject:

MBU · Senior Itiler Joined: Dec 18, 2008 Posts: 70

Responsibility and reporting:

Get them in the steering committee and report the achieved/not achieved points. For any discrepancy they should identify and agree on the corrective action.
Just my 2 C

Black_bear · Newbie Joined: Dec 21, 2008 Posts: 14

Give the execs the information they need in the business language that they understand.

BorisBear · Posted: Thu May 21, 2009 6:36 pm Post subject:

DYbeach · Posted: Sun May 24, 2009 9:49 pm Post subject:

Isn't that the reward?
_________________
DYbeach
ITIL V3 Release, Control & Validation
PMI CAPM (R)

"In times of universal deceit, telling the truth will be a revolutionary act." George Orwell

BorisBear · Posted: Tue May 26, 2009 9:07 pm Post subject:

pac666 · Itiler Joined: Sep 15, 2006 Posts: 21

Explain to them that service delivery without a controlling set of agreed processes (Incident, Change, Config, release etc) can be likened to driving a car without any brakes.

You may get away with it for a while but, eventually your going to crash and probably burn! Shocked

TomOzITIL_2 · Senior Itiler Joined: May 14, 2009 Posts: 104

This has nothing to do with ITIL.

Buy John Kotter's book called "Leading Change". Follow what it suggests and you'll take ITIL v3 somewhere good.

If you miss any of the fundamentals in this book you will dilute your impact or take longer.

No I don't have anything to gain by sales of this book. It is just that it works...

inrepose · Newbie Joined: Jun 18, 2009 Posts: 18

It is an interesting topic, because business change of any kind is difficult especially where new process is required. TomOzITIL_2 has the right idea, look at how to introduce a business change.

Its like politics, you need to lobby the key decision makers. If you get any exposure to the real power, try getting them on side. Easier said than done in a large Company though.
_________________
Robin Fitton.

UKVIKING · Posted: Sat Jun 20, 2009 12:46 am Post subject:

Inrepose

Please remove the link associated with you

It is a violation of the rules here

Please read the limited FAQs
_________________
John Hardesty
ITSM Manager's Certificate (Red Badge)

Change Management is POWER & CONTROL. /....evil laughter

inrepose · Newbie Joined: Jun 18, 2009 Posts: 18

OK - Sorry - did not see the text. However I noticed that itSMF have linked back to their site? Are all links not allow in sigs?
_________________
Robin Fitton.


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