If you assisted the intermediate level ITIL classes needed to apply for a Service Expert certification, you’ve been told that the objective of an IT department is to be considered as a profit center and avoid the cost center philosophy. The main implication of this approach is that the IT organization will be considered as an external organization that sells the IT services to the company, resulting in an IT department that proves its value.
I know that ITIL is the most recognized best practices library, but sometimes I disagree with their recommendations. See why. … Read the complete post
If you are familiar with ITIL concepts, then probably you won’t hesitate when trying to answer this question. But if you have not read anything about ITIL, then it is not easy to answer. Another question is what are you doing with Remedy if you’re not familiar with ITIL?
Anyway, to be an ITIL service expert can be a handicap when defining the rules of using the Change Management application. The first approach to the change implementation is to be extremely ITILian and manage all changes with this application. Under my point of view this a big mistake and another methodology is needed. It is not about to be or not to be ITIL, but how the ITIL concepts fit on the ITSM suite to maximize productivity.
In this post I will discuss what must be handled with the Change Management application and how to manage the rest of ITIL changes. … Read the complete post
Since the revision of the ITIL documentation to the third version, a new certification scheme appeared. Before it, there were two main levels, the Foundation and the Service Manager levels. Now the Service Manager concept has been re-branded to Service Expert, and a new super level enters the scene: The ITIL Master (of the universe ).
In this post I will review the v3 certification scheme and make some considerations about those levels (including the master). … Read the complete post
When engineering processes sometimes you can arrive to one decision without a clear solution. In this cases it is normal to listen: “ITIL recommends …”. Depending on the audience, the answer can be to follow the recommendation or that some stakeholder says: “I don’t trust ITIL. It is very beautiful at the paper, but it isn’t the best solution when applied”.
In this post I will review the general mood about ITIL, and some recommendation about applying it. … Read the complete post
If you are ITIL Foundations v3 certified and you go beyond to the service manager or service expert courses, you know how important is to measure the performance of your processes. To define a set of KPI (Key Performance Indicators) is not as easy as it seems in theory. If you ask any ITIL expert which KPI are useful for your process he will quickly give you a list with a lot of them. But, they provide you a name, like “Number of escalated incidents”, “Mean Resolution Time” or “First call resolution ratio”, automating the computation of those indicators is not as easy as it seems at first sight.
If you are used to manage low category ticketing solutions, then these indicators can be easy to define. But when it comes to Remedy, the complexity arise. You have a lot of information, and this information creates a very big casuistic, that must be handled carefully. If you define a KPI, and don’t describe it at a very low detail you risk yourself, or your department heads, to misunderstand them, resulting in bad decisions.
In this post I will cover the complexity of defining KPI for BMC Remedy Service Desk: Incident Management and provide some advises. … Read the complete post