When you buy a high-tech device like an iPhone, you realize much of the value is in the software, and you expect to agree to a handful of End-User License Agreements (EULAs) in order to use its apps.
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Large organizations are like dinosaurs; it takes time for a message to make it all the way from the tail, where pain is felt, to the head, where decisions can be made, and back down to the tail.
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Problem solving is a skill that is invaluable in business, particularly in the field of information Technology. Kepner-Tregoe has lead the way in problem solving methodologies for more than 50 years, and is heralding the development of a new problem solving simulation product during Knowledge17.
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Winter, spring, summer, or fall – strategy, design, transition, operation, or continual service improvement (CSI). Just as the year moves and transitions through seasons, as does your IT service management (ITSM) processes.
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It’s been said that CX is the new competitive battlefield and brands that lead in CX put the customer front and center. If the customer is truly at the center of your CX strategy, then communication with customers must be a cornerstone of that strategy.
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Here are a few things I seem to be saying a lot lately, while immersed in driving DevOps transformations. 1) Patience patience patience. Some people have to see and feel it to believe it. It takes years to change a corporate culture, to bring everyone along. 2) Evolution not revolution.
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In the time of the ITIL update to version 3 I was involved with updating the ITIL training materials at Getronics PinkRoccade (former PinkElephant). One of the discussions we had was about the underlying principles of ITIL. These principles were not made very explicit in the books; their existence were mostly only mentioned in the introductions. I did a search through all the books and distilled some more implicit principles into a slide that we started using in the introduction in all the different ITIL courses at that time.
Recently, with all the discussions about the differences and similarities between ITIL, DevOps, SIAM, etc., I was wondering if these principles were still relevant. In his guest blog on the ITSM Review. ‘Why is this content at the end of the conference? This should be a Keynote topic!’ – CEO” Paul Wilkinson refers to his guiding principles on Service Management:
These principles refer directly to Attitude and Behavior of the IT workers delivering services and value to the business. The principles we found so many years ago refer to the organization of IT delivering the services as well and I feel they complement Paul’s principles as well as adding another perspective.
- Agency principle
Service providers are made accountable to deliver services (value and business outcome) and are enabled to take responsibility for the costs and risks. A contract can be made to specify the value (price) against the costs and risks within the boundaries of laws and regulations.
Often IT departments are not enabled to truly take the responsibility for the services they provide. They have no authority over their budget and their spending, they can not negotiate contracts with suppliers and they have no possibilities to hire the staff they need. The first step therefore to make IT departments (managers/directors) accountable is to enable them to take responsibility.
- Balance Principle
It is a common thread in IT service delivery that IT engineers tend to look at the product and the business look at its use. “How does it work?” against “What can you do with it?”. Sometimes the IT view tends to be too strong and the focus is on technology for technology’s sake. On other occasions the business view tend to ask for impossible and impractical technical solutions. In order to deliver the optimal services there should be a balance between the Internal IT view versus the external Business View
- Service Measurement principle
There is a strong emphasis on metrics and performance indicators in service management. There is a need to show to the business that IT services deliver value as promised by the IT organization. This need leads to a continual monitoring and measuring of service delivery and the underlying processes. To make use of these data a service management system should be in place.
- System Principle
There are many definitions for a system (unfortunately) and in this case a system is an holistic and integrated function to deliver services. A system contains people, processes (activities), tools and instruments, relations, contracts and other concepts (4P’s) to perform (5th P) and deliver value to the business.
- IT Service Lifecycle Principle
Service delivery is a continuous process of design, implement, operate and improve. Continual Service Improvement is not a separate process or activity but a core element of managing the service provider as a whole. This enables an iterative and incremental approach to service improvements in line with DevOps and Agile IT.
- Knowledge Management Principle
This is in practice on of the most fundamental and difficult principles of service management: to make sure that the right information and knowledge is provided to the right people on the right time. This asks for an organization that keeps on sharing and learning, It asks for feedback from the users and the business. For people that listen with empathy, reflection and patience. For systems that enable to share information as well as keep the amount of information manageable.