Remedy for Managers


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Remedy for Managers

  1. 1. Remedy for Managers and Teams<br />Jeremy Shafer & Mark Kostic?<br />
  2. 2. Where did all these ideas come from?<br />ITIL (v2 and v3)<br />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.<br />ITSM <br />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.<br />“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.”<br />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.<br />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.<br />The new ITIL v3 rewrite has not similarly designated a subset as "Service Management."<br />
  3. 3. Some basic vocabulary<br />Incident<br />Problem<br />Service Request<br />Project<br />LOB (Line of Business)<br />
  4. 4. Some basic concepts<br />Customers need a simple way to get help<br />Educating the customer is good<br />Systems and processes should reinforce best practices<br />The efforts of LOBs should be coordinated<br />You can’t manage (or improve) what you can’t measure<br />
  5. 5. Some things to avoid<br />(make the customer shop around, roll their own)<br />
  6. 6. Some things to avoid<br />Let incidents get buried in noise<br />
  7. 7. How do we work with what we have?<br />
  8. 8. Questions Teams / Managers need to answer<br />How will we ensure that incidents get addressed in a timely manner?<br />How will we ensure that service requests (that are mixed in with incidents) get managed in a consistent way?<br />
  9. 9. Some rules to live by<br />Incidents should not be older than 3 business days<br />Need to assign one or more persons on your team to monitor the queue and make assignments, and schedule coverage accordingly<br />Assign one or more persons to escalate Service Requests out of the incident management channel<br />When you begin work on a incident, assign it to yourself<br />At resolution, the incident gets referred back to the owner for follow up.<br />It is ok to apply a temporary fix to resolve an incident. The base problem should, however, be recorded in Problem Management<br />Mark tickets as resolved that are not truly incidents as quickly as possible.<br />Red flags for service requests and projects are:<br />requirements need to be gathered<br />Cross group collaboration needs to occur<br />Investment of time needs to be planned for<br />So…. What do I do with these Service Requests and Projects?<br />
  10. 10. Introduction of TUmanage<br />
  11. 11. What do we need to do to improve?<br />Customers need a simple way to get help<br />Educating the customer is good<br />Systems and processes should reinforce best practices<br />The efforts of LOBs should be coordinated<br />You can’t manage what you can’t measure.<br />
  12. 12. A vision of the future<br />