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Every business needs to make changes but problems arise when there is no one in place to manage those changes...... our writer John A G Smith helps explain how important Change Management is:
Harry studied the paperwork for a few minutes and then looked up.
“You’re absolutely right,” he said, “the change is essential and urgent. I’ll give you access to the Live Library. You and your team go ahead and build the change. When you you’ve tested it I’ll give you the password and you can put it into live.”
I was stunned. He was right about the urgency but this was way out of line. Here I was, just a subcontractor, being given the keys to the kingdom.
“What about Change Management?” I asked. “And doesn’t it have to go through the Change Advisory Board? Doesn’t anyone have to sign it off?”
“Nah.” He leaned back in his chair, legs straight and thrust his hands deep in his pockets. “The problem here is that our systems are too dynamic. We’ve got so many urgent changes going on that any sort of Change Management system will just get in the way. It would slow the whole thing up and be too much of a drag on everything.”
We are each set a myriad of targets throughout our lives, by ourselves and by others. How can a leader ensure that the right targets are set to achieve the best from their workers? Learn how to motivate your team and strengthen your techniques but joining one of our Leadership courses.
Leadership by Pedro Ribeiro Simões
I was waiting for the Number 7 bus that would transport me in comfort to the delights of Brighton Marina when I noticed the sign on the side that proudly boasted, “Up to every 7 minutes” and this puzzled me. A quick check on the timetable confirmed my suspicion that, in fact, seven minutes was the shortest time one would have to wait for this hybrid drive, low energy, environmentally friendly behemoth.
Now if someone promised to do a job, say clean your car, you might ask for an estimate of the price.
“Up to seven quid, gov’nor,” he might proclaim so, on that basis, you give him the work.
How would you feel if, job done, he now held out his mitt for a tenner?
There are many different ways to manage something and the methodologies of PRINCE2®, Agile, SCRUM and ITIL® help. In this post our expert John A G Smith explains how a system or 2 can keep our world spinning on the correct axis!
It’s all about systems. Whether you’re looking at something as small as an individual business task or as large as a whole company, they’re all systems. We’re surrounded by the things. We live on a planet within the solar system. Our shower is supplied by a hot water system. I’m writing this on a computer system. Indeed we are each our own individual system: the human body.
So what, I hear you say, is a system? And what qualifies each mentioned above as one of them?
It is generally accepted that a system has five components: Inputs, outputs, processes, stores and a boundary.
The outsourcing of IT and other services is now common practise. Problems can arise when it is seen as a means to pass on responsibility for service management or IT service management.
Image -'Service' by Sascha Kohlmann
As with many technical subjects, a little storytelling makes concepts easier to understand, so we asked our expert John A.G. Smith takes a lighter look at the subject of ITIL Contracts, Services and Agreements.
Today we have an insight into applying ITIL® to a real business situation from Damovo's ITIL Expert Andy Prentice. Andy discusses the challenges faced when trying to use ITIL as a set of rules instead of a framework. Come down to Brighton for your ITIL Foundation course to begin your ITIL Training.
After I had achieved my ITIL Expert certificate, I decided to join a number of forums/groups on LinkedIn to discuss my favourite subject – ITIL – with like-minded individuals, much to the amusement to my colleagues who see the exercise as me overly-indulging in ‘geekdom’.
Admittedly, there have been a few discussion threads and responses that have made me chuckle and sit back in shock in equal measures. But there has been one debate in particular that has divided opinion and has reminded me of the importance of remembering that ITIL is a framework to work towards and not a set of hard-and-fast rules to live or die by.
The question posed was “Should a Password Reset be treated as an Incident or a Service Request or a Change Request?”
My initial reaction to the question was simple; it’s a service request.
Why? Because when I request my password to be reset (typically on internet websites that I rarely use – or a service which required a password strength beyond my ‘usual’) it is because I am the reason it needs resetting – i.e. I have forgotten it and therefore I am my own root cause to this break in service. In fact, I would be embarrassed to call it a break in service so I’ll just ‘request’ that the Service Desk kindly throw me a bone…
It would have been remiss of me not to consider the logic behind the other options though.