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Remedy for Managers
 

Remedy for Managers

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    Remedy for Managers Remedy for Managers Presentation Transcript

    • Remedy for Managers and Teams
      Jeremy Shafer & Mark Kostic?
    • Where did all these ideas come from?
      ITIL (v2 and v3)
      The Information Technology Infrastructure Library (ITIL) is a set of concepts and policies for managing information technology (IT) infrastructure, development and operations. ITIL is published in a series of books, each of which covers an IT management topic. The names ITIL and IT Infrastructure Library are registered trademarks of the United Kingdom's Office of Government Commerce (OGC). ITIL gives a detailed description of a number of important IT practices with comprehensive checklists, tasks and procedures that can be tailored to any IT organization.
      ITSM
      IT Service Management (ITSM) is a discipline for managing information technology (IT) systems, philosophically centered on the customer's perspective of IT's contribution to the business.
      “Providers of IT services can no longer afford to focus on technology and their internal organization, they now have to consider the quality of the services they provide and focus on the relationship with customers.”
      IT Service Management is often equated with ITIL. However, while a version of ITSM is a component of ITIL, ITIL also covers a number of related but distinct disciplines and the two are not synonymous.
      The "Service Management" section of ITIL version 2 was made up of eleven different disciplines, split into two sections, Service Support and Service Delivery. This use of the term "Service Management" is how many in the world interpret ITSM, but again, there are other frameworks, and conversely, the entire ITIL library might be seen as IT Service Management in a larger sense.
      The new ITIL v3 rewrite has not similarly designated a subset as "Service Management."
    • Some basic vocabulary
      Incident
      Problem
      Service Request
      Project
      LOB (Line of Business)
    • Some basic concepts
      Customers need a simple way to get help
      Educating the customer is good
      Systems and processes should reinforce best practices
      The efforts of LOBs should be coordinated
      You can’t manage (or improve) what you can’t measure
    • Some things to avoid
      (make the customer shop around, roll their own)
    • Some things to avoid
      Let incidents get buried in noise
    • How do we work with what we have?
    • Questions Teams / Managers need to answer
      How will we ensure that incidents get addressed in a timely manner?
      How will we ensure that service requests (that are mixed in with incidents) get managed in a consistent way?
    • Some rules to live by
      Incidents should not be older than 3 business days
      Need to assign one or more persons on your team to monitor the queue and make assignments, and schedule coverage accordingly
      Assign one or more persons to escalate Service Requests out of the incident management channel
      When you begin work on a incident, assign it to yourself
      At resolution, the incident gets referred back to the owner for follow up.
      It is ok to apply a temporary fix to resolve an incident. The base problem should, however, be recorded in Problem Management
      Mark tickets as resolved that are not truly incidents as quickly as possible.
      Red flags for service requests and projects are:
      requirements need to be gathered
      Cross group collaboration needs to occur
      Investment of time needs to be planned for
      So…. What do I do with these Service Requests and Projects?
    • Introduction of TUmanage
    • What do we need to do to improve?
      Customers need a simple way to get help
      Educating the customer is good
      Systems and processes should reinforce best practices
      The efforts of LOBs should be coordinated
      You can’t manage what you can’t measure.
    • A vision of the future