STEP 6: People Considerations

Digital Transformation, Implementing a new Service Management Model

· People,Organisation

Before diving into resourcing and the people aspect of the new Service Management Model - you should already be well down the track to completing the following prerequisite steps:

  • Setting up and organised yourself
  • Performing discovery & due diligence
  • Defined your Service Management Strategy & Design
  • Done the financial analysis, business case and started on commercials
  • Understood the role of partners, where, what and how many will play
  • Started on creating the customer facing customer collateral including service catalogues and associated contracts. 

see previous blog posts on each of these steps; links at the bottom

The people requirements and their roles will have started becoming evident during the initial due diligence and review of who does what. 

As the new Service Management Model is defined while performing the strategy & design, the people model and requirements should become clearer. 

A key input into developing this, is the role of partners, who does what, and the RACI model.

ITIL ITSM Service Management Service Model People Model Resourcing Headcount Digital Transformation

Step by step guide for estimating resourcing requirements:

Input 1: current state, number of customers, the IT services themselves, criticality, hours of service, service metrics, number of resources, people model, partner model 

Input 2: future state; same information as above for the "to be"

Action 1: list all the ITIL processes

Action 2: list current relevant metrics associated per ITIL process (xx incidents, yy changes, zz problems, aa reports, bb invoices, cc customer meetings, dd partner management meetings etc

Action 3: estimate metrics for the new model

Action 4: work out the delta and estimate the number of resources required per ITIL process for the new model; remember to factor in after hours support, on call resources, and ensure there are no key man risks. Be mindful of extra resourcing if the level of service to be delivered is higher.

Insight 1

 The responsible manager for the Service Desk had not bought into the new service model. After hours support was not factored in. Not the additional resources. Not the additional costs.

Matters came to a head and it had to be escalated to the sponsor group for resolution.

Net nett: agreement and buy in on the new model from key players is absolutely essential, otherwise fundamental questions will be repeated and the business case re-visited endless times.

Output 1: detailed RACI per ITIL process for the new model

Output 2: detailed people cost broken down by ITIL process, based on expected volumes, metrics and numbers and taking into account role of partners, after hours support, key man risks, level of service.   

Output 3: financial implications. Feeds into project costs for new hires, training, on-boarding, feeds into project plan for timing, feeds into BAU operating costs for the new operating model.

Please be in touch if you would like to have an example of this construct for your own use - FREE and OBLIGATION FREE !

Insight 2

A global vendor was extremely adept at digesting new acquisitions. It adopted a very objective, numbers driven, view of people requirements.

The template would be something along the lines of:

how many incidents are logged per day, week, month or year

what is, or what should be, the average time to resolve each

therefore what is the required headcount

how many people are there in total that can be leveraged from the new pooled available resources

so what is the excess headcount

... and this had been factored in the initial business case as an assumption, validated during due diligence, executed during the transition, and monitored to ensure the acquisition continued to stack up as a business. 

And with this you have your people and resourcing model done, complete with the RACI, partner roles and responsibilities and full project and BAU cost implications.

There will be a whole program or work required around skills and knowledge management, this is outside the scope of this blog.

Coming up next: Processes & Tools

There are more than a few nuances as organisations undertake the journey to transformation, digital or otherwise. Service Management is a key component to success.

Sunit Prakash has had many successes in organisational transformation on a global and local scale.

More importantly he bears the battle scars from the many lessons learnt. Don’t be one of the walking wounded - or worse. Call him and head off some of the challenges before you even get to the pass.   

Note: similar version published by IT Professionals NZ in their IITP Techblog 7th September 2016

#ServiceManagement #ITSM #ITServiceManagement #People #Resourcing #PeopleModel #DigitalTransformation #Transformation #ServiceAggregator #ITServiceAggregation