How can you improve the customer experience though knowledge management, you might ask? From an incident perspective we should start with the Service Desk to determine exactly what types of calls are coming in, a “top ten” of sorts. These may be common questions that, if they are handled through some form of self-service functionality, can reduce the calls into the Service Desk right at the beginning. It is likely that your Service Desk has ...
The other day as I was waiting on the train platform, I bumped into an IT operations manager whom I hadn’t seen for a while. Since I normally saw him in the evening ride home I had assumed he was on holiday. “Quite the opposite, I’m afraid,” he sighed. “We have had our major software vendors reviewing our compliance, so I have been working late and explaining our problems to leadership.” “Didn’t go that well?” ...
“If you can’t do something right, then it’s not worth doing,” was something a stern professor told me early in my college career. With this sage advice in front of mind, I rapidly dropped his class, knowing that this method of learning might not work out for me in the long run. The trouble is that this mode of thought makes its way into everyday routine, not to mention how it infiltrates how we operate ...
The value realization that problem management brings to the table in the reduction or elimination of incidents is something that, unfortunately, is left as an afterthought in many cases. As I mentioned in previous articles, incident management is driven by the “hero” mentality, where change management is seen as a function of audit and compliance. For right or for wrong these are the realities, and teams may see more of a requirement to perform the ...
Since we have an expectation that “things just work,” the visibility to incident management can take center stage and as a result is often described as a “high-value process.” The challenge is that we view value in this manner. When we take a more objective look at this definition, we see that we want to avoid incidents at all cost rather than celebrate that we are great at resolving them in the first place. In ...
During a recent service management simulation activity, I was reminded of the value of perspective on roles that we do not participate in on a daily basis. It was the next morning then that a manager had complained about some roadblocks she was experiencing. When I asked her what they were, she said it was someone else’s concern. I always like to operate under the guise that if you are not part of the solution, ...
Like many people, when I started out in IT support I started out on a service desk. While I was excited about my new role, I understood that the service desk was like the “entry-level job” in IT and that in time, I too could graduate to a more advanced support role. While the work was always different, there came a point where I began to get too comfortable in the service desk and started ...
Fact: Your IT operations are monitoring your infrastructure in some capacity. Whether it is network traffic, database activity, application health, or a combination of these, your goal is to ensure stability. How well is this working out? Depending on your IT organizational structure, each “silo” may answer that everything is working rather well, so you might want to reframe the question to determine what value your monitoring is adding. If you were to look at ...
The thirst for knowledge must be quenched. Every day people are looking for answers that they need. The question you have to ask yourself as a service provider is, “Are you positioned to satisfy their needs?” One of the fundamental challenges with knowledge management isn’t capturing the information; it is usually the ability to actually manage it. Part of the discovery process should lead us to ask ourselves why we need to do this in ...
I want you to think about all the different types of organizations you worked for. Whether they were Finance, Communications, Energy, Agriculture, or Transport, there was likely one similarity among them: The reporting that was done from an IT perspective did not produce metrics that mattered. Why? It’s simple—we (as an IT organization) tend to loop endlessly on the metrics as they apply to IT. We must move away from thinking that “recovery from failure ...