Incident teams are expected to respond to problems and rectify the situation, but if the underlying causes are not fixed, they will be stuck in a never-ending firefighting mode. In a post for Service Management Journey, Ryan Ogilvie elaborates on how to effectively fix this issue.
A conversation with a colleague sprouted an interesting discussion for Ogilvie. The colleague shared that he and his team were excitedly awaiting a new incident manager, because there was such an abundance of problems on a day-to-day basis. Upon a deeper discussion, it was uncovered that the true issue was that the change management process was not quite mature, and there were a plethora of complications that continuously arose. People had to run around like maniacs trying to fix everything as fast as possible and to the business’s standards. They were additionally expected to be experts on all of these issues. The problem is that without a closer analysis to the heart of the problem, the incident team is trapped in an infinite loop of adversity.
The first step to resolving all of these complications is to look to see why you are seeing this issue. You do not want to get hung up on what is causing the issue just yet; rather, see why this is now a prominent issue. Maintaining a “process-centric view” will help you to remain focused on the bigger issues.
After a single improvement is made, you can begin looking at the inputs and outputs to ensure that more problems do not arise. Sometimes, like dominoes, one problem leads to another and to another, so just make sure that you make your best effort to prevent this.
If you pull back a little further and examine the circumstances at an even larger level, you can 0ften see that there is an issue of communication. Make sure that all business objectives are explicit and that everything is clearly understood. You can view the original post here: http://servicemanagementjourney.blogspot.com/2016/02/well-rounded-itsm.html