In my last blog I gave you five tips that will help to make your IT service desk better, particularly in improving your customer’s experience with IT. Those tips ranged from how to make it easier for customers to contact the service desk, to the importance of writing good call notes.
Here, in part two of this series, I want to provide another four tips and recommendations for improving your service desk, such as how to benefit from remote technologies and the importance of taking ownership of IT issues. Let’s go (…but don’t go as far as Prince did).
Many of us in IT service management (ITSM) talk about the IT service desk as if we already have it all perfect (or as close to perfect as it needs to be). After all, the service desk, or at least its operation, is just common sense. It’s easy, right? But if you ask someone who spends much of their time “auditing” service desks, then you’ll probably hear a different story. For instance, one of the highest-profile Service Desk Institute auditors, Barclay Rae, will openly state that:
“People are still struggling with the service desk basics.”
Hence, there’s still more work to be done for the average IT service desk. So, to help, I’ve put together this two-part blog series offering nine tips guaranteed to bring improvement.
If configuration management is about capturing, maintaining, and using information about your assets, then every organization has some degree of that, and therefore some degree of configuration management. Surely just about everyone knows where most of their servers are, who’s on their team, what cell phones they support (and which ones they don’t), and what software they’ve paid for. Tick off those boxes and you can legitimately claim you have some configuration management and that it delivers you some value.
At the other end of the spectrum, who really does ”text-book perfect” ITIL configuration management? You know, that fantasyland they talk about on the training courses where not only do you know about every asset that each service depends upon and how they interact with each other, but you also keep them all perfectly up-to-date in real time. Okay, maybe someone does, but I have to wonder what it must cost them, and if it is money well spent?
If extra-terrestrial intelligence reached Planet Earth, landing in your IT service management (ITSM) department and started to look around, what would they see, and what would they think was the job of said ITSM team?
I think that in most companies, our alien friends would see lots of busy people, rushing around doing things: logging incidents, solving problems, building and testing changes, planning and releasing software and hardware.Read More
I’m old enough such that my IT career began long before popular IT “movements” or frameworks – whether that be IT management or IT service management (ITSM). Back then, our IT and ITSM best practice was learned through trial and error, and based on the documentation given to us by our suppliers, as well as requests from stakeholders who demanded greater use of technology in business operations.
Then came the “movements” of ITSM, Agile, Lean, DevOps, and many others. It sometimes feels that hardly a month goes by without someone announcing they have the latest new best practice available to revolutionize how corporate IT organizations deliver IT services.