Leggo My Ego

Joe Wynne - December 17, 2007

Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.

Transitioning to ITIL is more than just training everyone in the new method and watching the magic happen. It’s anticipating the obstacles and planning so that they don’t foil the entire effort. One of the most frustrating obstacles is resistance by middle managers who feel that they will be hurt professionally if more standardization occurs in the IT organization.

Take NuProds, Inc., for example. The IT organization is beginning a new effort to standardize all its functions per ITIL. Previous efforts to standardize anything across the organization have been hit or miss (mostly miss). This time leaders have made it clear that they want success.

Janet, a NuProd middle manager, is usually responsible for consistently implementing work processes. She has been a well-respected driver of previous successes in her department, and so has a lot of prestige in the IT organization. In the past, she has successfully resisted “interference” in the operation of her department. She likes to keep control so that she will feel better about getting success in the future.

Any cultural change toward standardization will have to break through this kind of ego-dominated obstacle. The most effective method is to introduce this change starting at the top and keep consistent communications flowing down the management chain. There has to be clear …

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Leggo My Ego

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