IT Service Management

Improving the Chances of Success with a new ITSM Project

An emailer I’ll refer to as Peter asks what he can do to ‘improve the chances of success’ with his ITSM project. He describes his help desk as being reactive ('being honest, we just fix things when they break') and describes his users as unimpressed with the quality of IT Service. He adds that ‘I have no additional budget at all, and face losing one member of staff through cost cuts over the next 6 months. I have a simple helpdesk tool, and cannot buy anything else. But I need to start doing more and providing a more professional support service or I won’t be here next year’.

Topics for Incident Manager Interviews

This is a follow-up to my earlier Interviewing post – I said at the end of that I would suggest some topics that an interviewer could use. If you are going to use any of these, please keep in mind all my do’s and don’t from the earlier post.

If you imagine that you are interviewing for an Incident Manager to take over a team of (say) 6, in an organisation where IT Service Management is developing and not yet totally mature - I'm hoping these questions/topics will help.

Incident Management Wrap Up

This post is to tie together all of my previous posts about Incident Management that have appeared over the past month or so.

One of the things I really like about the idea of a blog is its somewhat informal nature and the expectation it’s content may be a little eclectic at times. One of it’s disadvantages is that it can be difficult to follow a ‘thread’ of articles over time - hence wrap-up posts like this are useful in some cases.

The Thorny Issue of Identifying Problems

Emailer Steve responds to this Problem Management white paper and poses this question: what can you do if no Problems are actually raised by the Incident resolution teams? Steve specifically mentions a period of over 4 months with no Problems at all being raised. Steve’s teams are handling 2500 or so Incidents per week, has 30 or so staff on the Service Desk and a further 70 working in specialist teams like I’ve referred to in this post on escalation.

Incident Resolution and Quality

Emailer and sometime commentator Jim asks about quality and his service teams. Specifically, he has second and third line support teams that both have what Jim calls an alarming tendency to mark Incidents as ‘resolved’ when they are not resolved at all. Jim asks if I have any practical suggestions, other than just shouting at people.

Firstly, remember I’ve blogged quite a bit recently about Incident Management.

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