HumanIT – the people factor!

Published on Tuesday 27 November 2012 by in News with 1 comment

GamingWorks and Simagine, two competitors in the serious games industry joined forces and combined the best of two games to create a new business game. The game is called HumanIT and focuses on the people side of ITSM improvement programs. The game makes use of the Simagine game ‘A Heart Effort’, which is a question based game, aimed at creating dialogue and insight by exploring subjects from a variety of perspectives, and the ABC of ICT game from Gamingworks, which is an awareness and assessment instrument focusing on globally recognized worst practices in IT.

The questions in the game focus around People, Process, Product and performance and are based around the top chosen ABC worst practices captured globally.

At a Train the Trainer session for the new game a group of ITSM experts and practitioners involved in IT organizational change initiatives played a short version of the game. The team used the ‘people’ set of questions to explore behavior. Looking at Resistance, management involvement and commitment, tasks, roles, responsibilities and accountabilities. The team made the following discoveries in just 20 minutes. Exploring facts, feelings, and innovative solutions.

Critical Success Factors identified during the question rounds:

  • Making the Tasks, Roles, Responsibilities and authority visible on the wall as posters, reminders. These will create discussion, raise awareness and clarify.
  • The IT organization as an ‘open’ village. Creating together a desired culture. ‘Open’, ‘informal’, ‘giving feedback’.  The organization needs to define together the type of culture they want to create. Hard agreements? processes, structure, procedures?…glued together by a shared culture and a defined set of ‘desired behavior’.
  • Managers ‘walking-the-talk’, and ‘leading by example’ – this behavior must be seen as believable, create trust, be done with integrity to create by in and belief.
  • Managers often think they demonstrate commitment, however this is often seen differently by process managers and line managers and employees, What behavior demonstrates ‘management commitment’ needs to be defined and agreed together.

Critical Fail Factors identified during the question rounds:

  • Managers not walking the talk, or leading by example, particularly line managers.
  • Mismatch and gap between directors, line managers and the process organization. The levels of responsibility, accountability and authority are often not clearly defined, understood or aligned to ensure success. Many assumptions are made and these are not owned or corrected.
  • Too little honest and open feedback to each other, often feedback is negative and critical and not used positively to help improve.
  • IT employees have poor self-reflective capabilities, they are quick to point and blame others and see this as reflective behavior.

The game captures improvement suggestions as input to a Continual Improvement Initiative. Involving, engaging and EMPOWERING people to give their feedback, input and suggestions to an improvement program, creating a shared view of the need and a shared buy-in to the improvement initiatives.

See Simagine news item on HumanIT, download the brochure.

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1 comment

It’s an interesting oennipg statement and it’s certainly true that LEAN can help in the elimination of the bloated processes and procedures which surrounds many ITIL aligned implementations but to suggest that LEAN might replace ITIL is misguided IMHO and fails to understand the nature of LEAN. LEAN is primarily a mind set; a way of looking at work flow from the end customers point of view and eliminating all which fails to add value to that customer. The advertisement for FITS raised a common question; if faced with a bloated process does it make more sense to develop another layer to accommodate the process bloat or eliminate the cause of the bloat and remove the need for the additional layer in the first place.If you fall on the side of eliminating bloat then you need LEAN; properly applied to your service management framework to remove the waste.

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