LEADER 04844nam 2200661 450 001 9910452707403321 005 20200520144314.0 010 $a1-299-46867-5 010 $a1-84928-423-7 035 $a(CKB)2550000001019517 035 $a(EBL)1186303 035 $a(OCoLC)843642484 035 $a(SSID)ssj0000907575 035 $a(PQKBManifestationID)11496089 035 $a(PQKBTitleCode)TC0000907575 035 $a(PQKBWorkID)10897951 035 $a(PQKB)10105603 035 $a(MiAaPQ)EBC1186303 035 $a(PPN)18153150X 035 $a(Au-PeEL)EBL1186303 035 $a(CaPaEBR)ebr10772212 035 $a(CaONFJC)MIL478117 035 $a(EXLCZ)992550000001019517 100 $a20130601d2013 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aITIL and organizational change /$fPamela Erskine 210 1$aEly, Cambridgeshire :$cIT Governance Publishing,$d2013. 215 $a1 online resource (133 p.) 300 $aDescription based upon print version of record. 311 $a1-84928-465-2 311 $a1-84928-422-9 320 $aIncludes bibliographical references. 327 $aPreface; About the Author; Acknowledgements; contents; Introduction; Why do some organizations fail to realize the benefits of the Information Technology Infrastructure Library (ITIL) after implementation?; Chapter 1: How was Organizational Change Addressed during the Project?; Has the organizational change required for success been defined and addressed within the IT service management project?; Project selection; The value proposition; Chapter 2: Organizational Change; The human aspects of change; What motivates people to change?; Why does change affect them in this manner? 327 $aHow do we address the self-doubt?True stories from the frontline: the human aspect of change; Chapter 3: Organizational Change Models; ADKARŪ; Metrics are part of reinforcement; Six Change model; 1. Education and communication; 2. Participation and involvement; 3. Facilitation and support; 4. Negotiation and agreement; 5. Manipulation and co-option; 6. Explicit and implicit coercion; Freeze Change model; McKinsey 7S modelŪ; Strategy; Structure; Systems; Shared values; Skills; Style; Staff; Kotter's eight-step model for change; 1. Establish a sense of urgency; 2. Create a guiding coalition 327 $a3. Develop a vision and strategy4. Communicate the change vision; 5. Empower broad-based action; 6. Create short-term wins; 7. Consolidate gains and produce more change; 8. Anchor new approaches in the culture; How can an organizational change model help?; True stories from the frontline: an overloaded employee; Chapter 4: Selecting a Change Model; Which model is right for the organization and/or project?; ADKAR; Six Change; Freeze Change; McKinsey 7S; Kotter's eight-step model for change; True stories from the frontline: success was planned; Chapter 5: Accountability 327 $aTrue stories from the frontline: accountabilityChapter 6: Planning; Organizational change plan; Communication plan; Planning tips and techniques; Chapter 7: Important roles; Roles and responsibilities; Governance; Chapter 8: Realizing the Benefits after the Fact; Chapter 9: Additional Guidance; Critical skills; Four areas for success; 1. Planning for organizational change; 2. Communicate about the project. Do it early. Do it often. Do it well.; 3. Engage the staff in the project; 4. Measure the current state, set goals, routinely measure progress, and publicize the outcomes.; References 327 $aAppendix 1: ITIL Consulting and Advanced Organizational Performance Techniques TMITIL consulting services:; ITG Resources; Other Websites; Toolkits; Training Services; Professional Services and Consultancy; Publishing Services; Newsletter 330 $aIn ITILŪ and Organizational Change, Pamela Erskine analyzes some of the reasons why organizations fail to realize the benefits of ITIL and offers practical ways to avoid these pitfalls. She examines ways to clear the many hurdles that can obstruct progress and investigates how to improve acceptance of change in the workplace. 606 $aBusiness enterprises$xInformation technology$xManagement 606 $aInformation technology$xManagement 606 $aOrganizational change$xManagement 608 $aElectronic books. 615 0$aBusiness enterprises$xInformation technology$xManagement. 615 0$aInformation technology$xManagement. 615 0$aOrganizational change$xManagement. 676 $a658.05 700 $aErskine$b Pamela$0998196 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910452707403321 996 $aITIL and organizational change$92289615 997 $aUNINA