One of the biggest challenges I’ve been put up against this year is probably the view that, if something wasn’t invented here, it’s no good. And boy, have I struggled with trying to make things look like we actually invented them here.
I won’t try to figure out why the ‘not invented here syndrome’ is so rooted in our organization. There are probably lots of reasons, historical, organizational, cultural, previous experiences and what not. Some experts tell me I have to change the attitude among my co-workers and kill the opinions that abound and are aimed towards massacring external influences. That would probably be a good thing, if you had the support and means to do it. I, and my ITSM colleagues, went for another approach.
The post-it walls
We have a ‘war-room’ on the third floor of the building where most of operations and tech department are located. That’s where people gather whenever there are major incidents going on, or just for debriefing when the nightshift go off and the dayshift starts. The walls of this room were once covered with whiteboards and huge post-its. Every now and then some manager would move the post-its around and write stuff on them during the meetings that were held there.
When we looked into this room we discovered that they had built a sort of an incident and problem management ticketing system with post-its on whiteboards.
As we are interested in having people working in the ITSM-tools we have, and actually following the defined processes, we of course asked:
Why don’t you use the ITSM-suite and the incident and problem management processes?
We mostly got mumblings and a lot of staring at shoes in response. The ones who spoke back did so in a quite animated manner. Some claimed that the processes were over complicated and useless, others argued that the ITSM tool didn’t meet their requirements or that it was too hard to understand how to use it.
No problem, we thought, let’s work together to change what doesn’t work well enough in the tool and the processes. However, the people in the room were not so interested in that.
First of all, they didn’t recognize what they did as incident or problem management, it was the ‘8:45 war-room meeting and that’s where we actually work’. So even if we had some shiny processes to help them do their job more efficiently, we weren’t welcome. Just for that reason.
Furthermore, not only did we miss the opportunity to control, but also the ability to measure the processes and activities. Apart from that, you had to be physically present in the room to be able to get all the information needed to work on the cases. The various managers had different ideas on how to do things as well, so we never got a chance to actually work in a process oriented way or with commonly agreed routines.
Inventing it here
We started by accepting the methods used in the room with the post-its and slowly but patiently planting small but important changes to the methods and the vocabulary. We did some parallel registration of the data on the post-its in the problem management ticketing tool, and we began to show the advantages of a tool that wasn’t physically restricted to a single room.
By now we’ve lost the post-its and we register and follow all PM tickets in the ITSM tool. We’ve started to deliver some metrics on what we believe should be important to the company, and we show that our methods get the job done faster and with better results than before.
There’s still a long way to go to make this stick throughout the entire organization and to be able to convince all the people involved that it makes a difference.
But, just the same, we have actually invented problem management here at my company and we are proud of it!
(Please just don’t tell anyone…)