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Important vs urgent in Service Support

Problems suffer from the important/urgent dilemma. They are very important but seldom urgent enough to get attention over the incoming bombardment of incidents

Important vs urgentImportant vs urgent

Introduction to Real ITSM page 58

Measuring successful ITSM

Success of Real ITSM implementation is measured in terms of the number of Real ITSM activities and functions implemented, where successful implementation is defined as compliance assessed against Real ITSM.
That is, assess the compliance against the Real ITSM model before implementing Real ITSM, then assess it again after implementing Real ITSM. If implementing Real ITSM has increased the [compliance], then the Real ITSM project must have been successful.
On no account should any metrics from an organisational perspective (nor any metrics not defined in terms of Real ITSM) be allowed to creep in

Introduction to Real ITSM page 100

Fire triage

Real ITSM organisations have so many metaphorical fires burning that they cannot possibly all be addressed
Apply Fire Triage. This means categorising fires into three groups:
• Those that will burn out on their own.
• Those that cannot be extinguished with any level of available resources.
• Those that can be extinguished or diminished.

Introduction to Real ITSM page 95

IT slavery

some of the most prestigious highly trained technical careers in past centuries included typist, telephonist, steam engine driver, welder, and DBA. IT pay rates are high, but not all of them. Many have been fairly static for some time. While “leading edge” skills demand good dollars, some IT skills and roles are becoming run of the mill, and paid accordingly.
So it is no longer reasonable to expect 24-hour slavery from IT employees, but management have not noticed yet for some strange reason.

Introduction to Real ITSM page 84

Contingency planning

Some cultures take a risk-averse approach, planning for all contingencies and minimising risks. Other cultures are more laissez faire, preferring to economise on mitigation and take the hit on occasional consequences. In the analogy of the grasshopper and the ant, most grasshoppers end up getting fed, whether they have to beg borrow or steal it (e.g. by becoming Seasonal Provisioning Consultants). The required frantic burst of energy can be seen as more economical than the long grind of the ant.

Introduction to Real ITSM page 82

Service levels

Software vendors learnt long ago that the vendors who over-service the customer base are the ones who go out of business, while the successful ones reduce service levels to the point where the consequent loss of customers is almost starting to outweigh the cost of improving service... Continually improving service levels is another name for continually increasing the cost of servicing the customer, which is not a good business model.

Introduction to Real ITSM page 77

Partners

It is most important to keep Parasites (often referred to as “partners”) solvent. They hold significant amounts of the IT organisation’s intellectual property. They also provide otherwise unobtainable access to executive management, and a layer of valuable credibility.

Introduction to Real ITSM page 72

Categorisation

Every taxonomy degenerates into either unusable complexity or banal simplicity. A heroic effort can clean up categorisation, re-categorise everything properly and – very occasionally – properly train staff on how to use it, but this level of effort must be sustained in order for the taxonomy to remain useful. There is never a good business case for this level of investment in ongoing ownership, so we end up after a while with 95% categorised as Miscellaneous, Other, General, Admin or Unknown.

Requests

Real ITSM considers all requests from users to be a Request .

After sufficient information is obtained, Real Requests can be classified [11 categories provided]

Introduction to Real ITSM page 62

Briefing the Service Desk

Rules, procedures, notifications fall on the Service Desk staff like rain.
It is worth noting at this point that email is not communication. Nor are any of the digital buckets such as folders, portals, document management systems, knowledge-bases, or wikis. Proper communication is not a one-way push.
There is a two-phase confirmation in Real Communication. This is most effectively done with an unfashionable technique known as “talking”.
Regular staff meetings with group discussion and informational briefings are essential[for] the Service Desk

Introduction to Real ITSM page 61

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