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Strategies for ITSM Planning that Do Not Fail

Attempting to map out the shape of IT service management (ITSM) often results in something resembling a tangle of wires and is no less frustrating to clean up. In a guest post for Joe the IT Guy, Barclay Rae recollects some workshops he has attended and the lessons learned. What he now shares are the big issues and risks ITSM needs to look for, and how they can be effectively managed.

Tips from across the ITSM Spectrum

When it comes to the SLAs, the department does not in actuality need hundreds; no more than ten will suffice. Tools can help to streamline processes and experiment with new ways of doing things. Sometimes, some teams are not providing differentiated processes. One department that continually is ignored, that should not be, is the service desk. They add great value, and you should respect them.

A complaint you might hear when trying to introduce new systems is, “But we’re already doing this.” This type of question derives from a resistance to change, and these people need some extra attention so you can show them the full worth. In a similar vein, when choosing to do an ITIL project, the focus should not be on ITIL, but rather the improvement project itself; explain this to people nicely.

The category debate (as in defining what a category is) is an exhilarating discussion point and helps to illustrate who knows what ITSM is, the tools that will be needed, as well as how the whole endeavor will work. Establish a plethora of “high-level” distinguishing categories as well as multi-leveled business definitions. Agree upon a definition for everything.

It is important to remind the team continuously that the project is a joint effort, not just one department’s responsibility. Do not just hand over all duties to one party instead; refer to all decisions and actions with “we.” When administering a workshop, establish key points of interest beforehand in order to help guide the discussions. Additionally, a simple glossary of important terms handed out to all members of the team can provide a wealth of information with minimal effort and little time.

You can read the original post here:

About Danielle Koehler

Danielle is a staff writer for CAI's Accelerating IT Success. She has degrees in English and human resource management from Shippensburg University.

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