Posted By Andrew Vermes,
18 October 2017
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Stuff happens: An important upgrade goes wrong, causing a two hour outage. It turns out that the preparatory checks weren’t all completed before the upgrade. Note to self..
We’re all pretty good learning machines, and have a certain amount of ability to bounce back. Sometimes, though, we turn ourselves into Weebles*
In an attempt to bring some order to sometimes chaotic IT environments, we surround ourselves with process: change management, incident management, release management.
All of these have the same purposes: to avoid mistakes or to return the system to equilibrium; and they can all have the same problem: as we weigh ourselves down, it gets harder and harder to learn and adapt to new circumstances. At a certain point the process stops being an aid to effectiveness, and starts to become our enemy….
The other point is that the protection that a good process affords us does depend on the durability of the assumptions we made when we designed it. Put another way, every process can only deliver what it’s designed for, and we cannot (sensibly) build processes that cover every possible eventuality. All in all, too many processes we work in are turning us into Weebles, only able to return to the prescribed position, and unable to flex and grow from the disorder around us...
What is Antifragility?
Nassim Nicholas Taleb makes the point that some things gain from disorder. You can see this principle when you encounter cross training: top athletes will usually exercise muscle groups in odd and apparently disruptive ways, to build their ability. One example of this is golfers who will deliberately practice their swing the wrong way round: left handed if they’re right handed or vice versa. The same applies to athletic field events such as discus, shot putt, and hammer throwing.
One of the criticisms levelled at the concept of antifragility is a lack of practical application, so here’s an example of building your agility in the field of incident management. We almost always start by asking the user (or the monitoring system or event management tool) “What is the problem?”. Everyone’s used to that, and if you’re an Incident Manager, you’ll be accustomed to getting deeply misleading responses. Now let’s try to do the job in reverse:
“Before we go into details, can you tell me which colleagues nearby (if any) are still able to access the system?”
And “when you last used it successfully, when was that exactly”
So instead of looking for details about what the problem IS, I’m asking about what it IS NOT. One interesting thing about doing this is that I get far fewer inventions, exaggerations, assumptions and downright lies, when I start from this angle.
I’ll be looking at all sorts of ways to make you and your processes antifragile at the upcoming itSMF UK conference to help you
- Uncover processes and practices that are already antifragile
- Build on your existing skills
- Reduce the complexity of your working environment.
See you there!
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Posted By Barclay Rae,
12 October 2017
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As I’m sure you’re already aware, this year’s annual itSMF UK conference (ITSM17) is taking place in Manchester 20th - 21st November. And as you’ve probably seen, we’re planning a wide range of improvements and changes to the event (not least the change in venue).
What You Can Expect
With all of our planned changes (more on this below), we can promise you that by attending ITSM17 you’ll:
Gain new and advanced knowledge on service management topics, trends, and best practices.
Take away practical ideas, solutions, and techniques related to topics such as DevOps, knowledge management, cloud technologies, SIAM, customer experience, and the people challenges of service management.
Learn not just the “what you should be doing” and “why you should be doing it” but the practical side of “how to get started” and “how to improve”.
Build your network of peers and resources, collaborate on ideas, and discuss mutual challenges.
Meet with the leading vendors of service management tools, and other complementary service management offerings.
Learn more about the direction in which the industry is heading (the future of ITIL, how to cope with increased business expectations, etc.).
Discover new ways to encourage personal and professional development by learning more about the Professional Service Management Framework (PSMF) and accessing related case studies.
Essentially, everything you need to start you on a journey of service management improvement in 2018.
To give you a little more insight, our primary goal for ITSM17 is to make it as practical an experience as possible for delegates with a strong focus on collaboration, relationship building, and peer support. This will be supported by three discussion zones (Future of ITIL, Practical ITSM, and Beyond ITSM) that will provide delegates with the opportunity to engage, debate, and contribute ideas, questions, and input.
The above will be facilitated by a select group of people, who in addition will be:
Discussing the key takeaways and feedback from sessions
Discussing other inputs e.g. there will be various industry announcements taking place
Discussing in a group what is useful and valuable, new, contentious etc. – working as a team to produce content that will be presented at the plenary panel session in the afternoon on day two.
We’ll also be encouraging and providing as much networking time as possible – e.g. via the discussion zones. Also the removal of the awards dinner opens up the Monday evening for an informal drinks, food, and networking session – this will run from 5pm to 8pm. Following this, delegates will be free to enjoy the Manchester nightlife, or for those that prefer something quieter, we’ll be reserving tables at local restaurants for those who wish to join.
With four presentation streams (ITSM and Beyond; DevOps and Service Management in the Cloud; People, Customers, and Relationships; and Practical and Experiential Learning) and over 50 educational presentations, there’s something for everyone.
With a concentrated focus on practical advice, here are just some of the “how to’s” you can expect to learn by attending:
How to use Scrum to design and/or improve your ITIL processes.
How to successfully adopt SIAM in your organisation.
How to kick start or improve your problem management process.
How to improve your self-service initiatives to achieve better benefits and results.
How to build a CSI function, including workflows and a CSI register.
You can view the event agenda here.
Plus, for a sneak peak at the content on offer, why not check out some of our ITSM17-related blog content? Those published so far include:
You can also expect to see even more content in the run up to the event.
A Helping Hand
It might all sound great, but if recent years of conferences have taught us anything, it’s that it’s becoming increasingly difficult for people to get management to approve conference attendances. After all, it’s a significant investment of time out of the office (whether it be for ITSM17 or any other service management event). So if you’re interested in ITSM17, but struggling with this particular challenge, we might be able to help.
Our teams have created some useful resources to help you make the case for ITSM17. These include:
Hopefully you’ll find these helpful.
At itSMF UK HQ we’re really excited for this year’s event, even more so than normal. We anticipate that our planned changes for 2017 are going to make a significant difference to how the conference is perceived and the value it provides to delegates. We hope you’ll join us and agree.
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Posted By Stephen Mann,
05 October 2017
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This is a guest post, contributed by Stephen Mann, Principal Analyst and Content Director at ITSM.tools.
There’s so much business and technology-related change surrounding IT service management (ITSM) right now, that it’s easy to feel like a small feather being blown around in the wind. Your long-term direction might feel both random and unknown – as different industry “winds” push you in different directions – and your relative elevation can change at a moment’s notice. Or, alternatively, you might be holding on tight to the status quo, refusing to let the winds of change take you anywhere just yet.
With so much change (and wind) at hand, it’s good to get wider opinions on what’s happening and will happen. And, while understanding (and perhaps predicting) the future has its risks, it’s usually not as risky as allowing the winds to continuously blow you and your organisation about – with “hope” the only strategy employed.
Looking to recent ITSM survey stats
So, what are ITSM professionals currently focused on (and perhaps a little overwhelmed by)? The easier question could almost be “What aren’t ITSM professionals thinking about right now?” as there are so many future-affecting jigsaw pieces in play.
To start, IT organisations don’t operate in a vacuum – with greater business demand for IT and higher customer and employee expectations, driven by consumer-world experiences, two key pressures on current and future IT services.
Technology advances – from cloud, through better IT management tools, to the potential of artificial intelligence (AI) – all have a part to play in helping IT organisations to better meet these changing business demands. But how well-armed are ITSM professionals to leverage new technologies and new approaches to IT service creation, delivery, and support?
Recent ITSM.tools survey data shows that we’re still running towards public cloud with no signs of growth slowing down, even when high-profile cloud outages make the news. And we see AI as more “friend” than “foe” – with it a way to make ITSM and its outcomes better for all involved, from end users to ITSM professionals.
However, this is the good news. There’s other stuff to be concerned about:
- 82% of survey respondents believe that working in IT will get harder over the next three years
- Only 24% of respondents think that existing ITSM best practice has kept up with the changing IT and business landscapes
- 70% of respondents think that there has been insufficient involvement of ITSM personnel in their company’s DevOps activities and ambitions
- 77% of respondents think that there is still more to be done to meet the expectations of Millennial employees.
These and other things offer a wide spectrum of future challenges for ITSM professionals that make it more difficult to deliver against the aforementioned increasing business demands and expectations. But such challenges aren’t only future-facing.
Never mind new things, we still struggle with "old things"
IT self-service is a great example here. It’s long been touted as THE solution for a variety of IT-support woes in particular. But, even after many years of trying, IT departments still struggle to get self-service capabilities right – only 12% of organisations have received the expected ROI on their self-service investment. Usually because many still see it as a new technology-solution rather than the eliciting of employee change (in terms of their way of working).
So, money is still being spent on self-service technology, while employees continue to avoid using it. If you keep reading, I include some of the things you can do about this at the end of this blog.
Find out more at ITSM17
If you want to find out more about, and to get involved in discussions related to, the opportunities and challenges the future holds, Scarlett Bayes of the Service Desk Institute (SDI) and I will be presenting on “What the Future of ITSM Holds and What Should You Do About It” at the itSMF UK annual conference (ITSM17) in Manchester 20-21 November.
We’ll be reporting on the ITSM.tools survey results and what they mean – tying in complementary SDI statistics where appropriate – plus, importantly, outlining what your IT organisation should be doing in light of these. In addition, we’ll be providing practical advice in line with the survey topics, for example with regards to low self-service ROI and how to instead succeed, including:
- Don’t focus on cost reduction above all else. Cost reduction could instead be viewed as an aspirational outcome driven through less tangible value-based motivations. Organisations with a higher ROI achieved other motivations and, in the process, have reduced cost.
- More successful organisations have a greater degree of focus on specific motivations, the ones that provide the most value to them.
- The most successful organisations are those who benefited from a self-service solution designed with the customer at the heart of the service and thus realised higher use rates.
Piqued your interest?
If you’re planning on attending ITSM17 then please attend our session to:
- Understand what your ITSM peers think will happen in terms of topics such as future working environments, the ability to recruit suitably skilled staff, cloud and AI adoption, the applicability of available best practice, and providing a high-quality service experience in the long shadow cast by end users’ consumer-world-driven expectations.
- Receive opinions and advice on what this all means and what your IT organisation should be planning to address and when.
- Takeaway a number of practical to-dos that will help you to futureproof your organisation’s ITSM operations.
We hope to see you there.
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Posted By Anthony Oxley,
27 September 2017
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For many years in IT service management (ITSM), we’ve been extolling, nay evangelising, about the importance of the Service Design Package (SDP) when delivering and running IT Services in an organisation. With the increased adoption of agile techniques and minimum viable product (MVP) as a “thing”, many are asking whether Service Design Packages are still relevant (if they ever were), and if so how can we make best use of them to enhance service delivery rather than burdening delivery with unnecessary bureaucracy, or worse still the creation of “shelf-ware”.
The Service Design Package
Let us first look at the core elements of a SDP and the value they give in the traditional service delivery model. The SDP consist of four core pillars that underpin the delivery of services, as follows:
The Requirements pillar includes our business goal, service contacts, and service applicability – the why, for whom, and from where we deliver the service. The Service Design pillar is more than the name suggests and covers the functional management, operational, and service level requirements alongside an approved design topology to satisfy all of these requirements. This is the basis for agreement of what is to be delivered. The Readiness Assessment pillar makes sure that the business is prepared financially, technically, and organisationally to receive the service, and is resourced to make the most effective use of the service. In Rugby terms, they’re “eyes up, and hands out ready to receive the ball”. Finally, we have the pillar that represents the Service Lifecycle Plan. This covers, how a service is delivered, and how it will be used throughout its lifecycle.
Agile Service Delivery
Now, let’s think about Agile Service delivery using the principal of MVP. The end customer still has a vision that they want to realise, however rather than spending an inordinate amount of time gathering “finger-in-the-air” requirements and waiting for a single delivery of the final all singing and dancing product – as we did traditionally – the MVP model focusses on validated learning using the least amount of time and money to satisfy a specific customer requirement. Couple this with the fact that Agile is about iterative and incremental delivery, and we can start to see how services can be delivered in this way and how, by adopting this approach, we can ensure that we’re building the right thing by validating the design as each incremental part of the service is delivered, as well as minimising the impact to the customer of receiving the service.
Delivering services in this way can mean that the final service offering may differ quite considerably from that which was originally scoped, having been through numerous iterations and requirements reviews before the whole service is finally provisioned. So how are we expected to record this build journey so that the service offering is supportable? We do this simply by ensuring that all design features, changes in scope and/or functionality, and agreed delivery milestones and accepted elements of the service are fully documented in parallel with the incremental delivery of the service.
Delivery of services in the Agile age does not negate the need for a SDP, but in fact, due to the evolutionary nature of services being delivered in this way, the need for a comprehensive source of knowledge, detailing what was, what is, and what is to be for the service continues to grow. And, as demand for this information grows, the requirement to provide it in a useful and usable form will grow also. This demand is not going to diminish as we move further in to the digital age, and indeed new sub sets of data or information may be asked for in the support of service delivery, and the logical place for all of this remains the SDP. In conclusion, as ITSM develops and matures through new technologies, processes, and frameworks so does the relevance of the Service Design Package. The Service Design Package is just one of a range of tools available to Service Level Managers and its importance cannot be underplayed. Join us at our session to explore the challenges currently being faced in Service Level Management (SLM), and what tools and approaches we can use to address them in the digital age.
Join me at the itSMF UK Annual Conference
Interested in learning more? At the ITSM17 conference I’ll be exploring the rise of Digital and Enterprise Service Management and how Service Level Management needs to evolve to meet the changing needs of the Digital Age.
There is a growing trend of organisations changing their focus, from products to services, even in the most traditional of manufacturing companies. To be successful, they’ll need to start viewing the supply of a product as the result of a combination of processes and services, not as the creation of a specific item. This is especially true for digital products and services where often the final consumed “product” is nebulous. In my presentation, I’ll examine the traditional model and focus of SLM; and question whether it’s still relevant, and what new elements need to be considered to ensure that the function and the service as a whole deliver business value. I hope to see you there.
Posted By Conor Mckenna,
20 September 2017
Updated: 21 September 2017
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This is a guest post, contributed by Sanjeev NC, Freshworks.
We used to believe that the only way for people to get money out of their bank account is to go visit the bank, fill out a form, stand in line, and submit the form to a cashier who would then verify it and give you the cash to be used for transactions.
Then, ATMs questioned the need for customers to visit the bank and provided cash machines that were easily accessible. Customers were given the ability to withdraw cash at their own convenience without having to visit the bank and fill out the form – saving them a lot of time. Customers now had easier access to their cash.
After this, payment cards questioned the need for customers to use cash to make transactions. They made it even easier for customers to make transactions by simply carrying around a card that’s linked to their bank account.
Now, services like Android Pay and Apple Pay are questioning the need for payment cards as well. We can pick up what we want, go over to the counter, tap our phones, and walk away just like that.
Should I even mention Amazon Go?
Look at how quickly the industry moved from a service where the customer had to go out of their way to a bank to fulfil their needs, to self service where the customer could help themselves to their need, and finally to what I like to call “selfless service” where the service is so ingrained into the customer’s daily life, that they feel that it’s simply a part of life.
This happened right before our eyes in the consumer world. So why can’t we apply this to the service management world?
I don’t have anything against self service but...
In IT service management (ITSM) we’ve been talking a lot about self service and we celebrate fairly decent self service portal adoptions. Now let’s pause and think about what this means for our end users. By navigating to a self service portal, our user probably stopped what they were working on, went to their bookmarks to fetch the self service portal link, and figured out a way to access the knowledge base to solve their issue.
Is that really the most optimal way to serve our customers? We want them to do their jobs without any interruption yet, why do we interrupt them when we want them to consume our services? Why do we tell them “Hey, if you want to access our knowledge base you should stop whatever you’re doing and visit our website” and when they can’t help themselves, we say “Oh that’s bad. Why don’t you send me an email or fill out a form that’s available on our portal?”
Why should we make our customers come to us? Why can’t we take the service desk to them?
What do I mean when I say “selfless service”?
Self service still requires people to go to a place. That place could be a link, an app, or anything anywhere.
(def) Selfless - concerned more with the needs and wishes of others than with one's own;
Selfless service puts the user above the service desk’s needs. It tries really hard to get the service desk to where the users are and not make them have to come to it.
How do you develop a selfless mindset?
It’s important to have a selfless mindset right from the initial design phase. While designing your self service model, think hard about your end users. Think about their daily life. Think about the applications they use in their daily life. Now, think about how to get your service desk software into the applications they use in their daily life.
Remember, there is no Selfless good deed
If you’ve watched the TV Series F.R.I.E.N.D.S, you’ll remember Joey giving this wise advice. So you can ask the ultimate question - “What’s in it for me?” Think about what you really want. Do you want high self service adoption or do you want the business to run smoothly? By moving the service desk closer to your customers, you’re actually ensuring that you have easy access to them.
So what are the benefits?
1) Better adoption of the knowledge base
Trust me, your users would rather solve their own issues than send an email or call you. It’s just that you have to make it easy for them.
2) You’ll get a more structured email aka a ticket
The most annoying thing about email or phone calls is that it’s not structured and you’re always missing key information. That can be solved when your users fill out the ticket form. That doesn’t happen often, does it? If you’re thinking about this selflessly and make it easier for your users to fill out the form, maybe it will happen more often.
3) Everyone goes home happy!
Think about all the good customer support experiences you’ve had. Doesn’t it create a warm fuzzy feeling towards the organisation that gave you the good experience? Your end users are no different. Make life easy for them and you’ll instantly find that the interactions are more positive. Don’t ask me how we can measure the positivity - you’ll just have the count the number smiles you get near the kitchen.
I’ll be talking about “selfless service” at the upcoming itSMF UK conference in November, on why it should be the way forward for service management. Here I’ll be sharing actionable advice to help you move you closer to your end users. As part of this to drive a mindset change within the audience.