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Happy New Year for 2016  !! I wish you success and happiness

Its been a busy year in 2015 ITSMG Logo low res

The ITSM world continues to rock daily between inspiration and opportunity, to introspection and despair – at least in terms of visible hype. The reality for most organisations that actually deliver IT services is often simply confusion.

For me the key is in ensuring that we are constantly working to deliver value, based on our customers’ and supported businesses’ needs. The concept of ‘customer experience’ (CX) isn’t new, but is at long last taking hold and precedence over blind adherence to ‘best practice’ and death-by-process.

DevOps continues to hold sway as the big idea that won’t go away – again there’s nothing particularly new here except the context, as it talks to a younger workforce than those who might still see ITIL as their mantra. Of course there is no real clash between those two worlds and both can learn from and live with each other. In 2016 I’ll be pushing out more practical ideas about how to achieve success using both (and together) – particuarly in relation to Service Design and Service Catalogue – so look out for that.

What is interesting is the actual level of interest in DevOps and other new and formative ‘-oligies’, inclduing SIAM and IT4IT – this will continue to grow and we shoudl see more variety and creativity being exercised in delivering new approaches to IT services…

If you want to catch up on more detailed throuights, please see my recent webinar (reviewing 2015 and looking forward to 2016, sponsord by BMC).

From a personal work perspective this has been a busy year, being involved with a number of complex procurement and ITSM implementation projects, as well as my ususal regular dose of workshops, operational reviews and audits. I have worked with some great people and organisations and am pleased to say that the interest and take-up level around short practical consulting work has been good.

I’ve also been involved as an architect of the new ITIL Practitioner scheme, with Axelos. I’m really pleased and proud of what we achieved as a team on this, whch has brought finally a new set of ideas and practices to the forefront of Service Management training and best practice. These include communications and organisational change management, as well as CSI and metrics.

As ever I continue to work with my long term partners, SDI – as a consultant and auditor, as also recently to review and update the SDI Standards and Service Desk Certification scheme. To me this is still one of the best and most practical tools to use for assessment, benchmarking and to drive service improvement.

In the last few months I’ve taken on the challenge of interim-CEO for the ITSMF UK – this is a great honour, which I’m relishing. There’s plenty to do to develop the service offerings and value proposition for this organisation, as well as freshening the brand image and re-asserting its position as a key independent voice at the centre of our industry. We had a great annual conference and my and the team’s taskBRITSM15 is now to move on with this positive momentum to transform and re-invigorate the organisation. We have some xciting plans for new services and industry content, so watch this space…

Of course my own independent business still continues and I’m delighted to have worked with some very supportive partners over the last year to write and present ITSM content, including, Sunrise, Cherwell, BMC and Sysaid.

 

2016 is looking like a fascinating year already, particuarly with plans for ITSMF – so I’m looking forward to that. I hope that its a really great year for you too..!

Please contact me directly if you’d like to discuss any aspect of the world of ITSM

 

SITS MF MH

Fav pic from this years SITS show with Matt Hooper and Malcolm Fry.

Check out these CHECKLISTs for SITS

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If you are going to SITS15 – I hope to see you there… I’ll be on my (ITSMGoodness) stand, as well as presenting and facilitating on ITSM/ITIL/DevOps. Mostly I’ll be talking shop with practitioners and other industry bods about how to improve and achieve success with ITSM.

I’ll also be on hand to discuss the new ITIL practitioner programme, of which I’m delighted to be one of the architects. The (globally dispersed) team working on this will be meeting around SITs for planning and discussion – plenty to do.

As ever I expect this to be a busy bustling and practical event where ‘the industry comes together to do business’ – as the blurb goes. Its a practical and productive event for most, as well as being a great convergence of people across the industry.

Last year I was honoured to be voted ‘SITS contributor of the year’ and I look forward to seeing who is taking that mantle this time. SITS14

I’ve recently been very busy working on a number of client projects – particularly looking at tool selection and implementation – so if you are looking for practical guidance on any aspect of ITSM approach, tools, processes, etc, please come for a chat to my stand.

 

ITSMG Cap

We’ll also be dishing out ITSM Goodness cakes (yes) and some fetching caps..

Guidance and Checklists

I am often asked either before or during SITs to provide advice and guidance on selecting ITSM tools as well as running ITSM projects – as a support for that I’ve created a couple of checklists that you can download here to help to guide your thinking and planning. These are not detailed or definitive, but give you a simple aide memoir for:

ITSM Project Implementation – Service Improvement Service Improvement Checklist

ITSM Tool – Specification and Selection ITSM Tool Checklist

Please download these and use them as you need – they might just help you to focus your thoughts on what you are looking for at the show. Please of course feel free to come to discuss any aspect of this at my stand.

I look forward to seeing you there!

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ITSMG Logo low res

 

Have you forgotten something – the Service Desk?

I recently worked in an office where there was a large area of empty desks – there was an air of loss and abandonment in the room.

All around there was building work going on and a sense of activity, although hidden away and forgotten in one corner sat a few stoic people, manning a serivce desk – it reminded me of a current issue I have…

 

As ever there is a lot of talk on Social Networks about the direction for ITSM industry, including whether there is even such a thing as an ‘ITSM industry…

Gartner are now saying that its called ‘ITSSM’ and there is no Help/Service desk software industry. There  is the discussion around what happens with ITIL/Devops/Agile etc. Should organisations go for COBIT and or ITIL as well as other standards and frameworks? Do we need meta-models and ontologies for ITSM and ITIL? We need more community involvement – where is the ITSM community? Also we need practical advice on how to do the basics – at a pragmatic and practitioner level.

At the same time we are in the hype curve of the ‘customer experience’ movement in IT and ITSM, which (finally) recognises the value and relevance of looking at IT delivery from the customers point of view – not the IT perspective. This has been very much business and consumer driven, due to the changes in technology and commercial models over the last few years. The focus of this has of course moved discussion away from process and tools and SLAs/KPIs to human interaction (H2H not B2C!) – which of course is a hugely valid and laudable development that we should all welcome and support.

 

However, whilst I support, understand and contribute to all of the above discussions and developments (e.g. I’ve recently done ITSMF UK BIG4 chat, I’ve just written the White Paper for SITS 2014 on Customer Experience, plus created some value proposition content for ITSM/ITIL for AXELOS) – there is one aspect of all of this that stands out as a major omission – and it really quite bugs me…

 

[warning]WHERE IS THE SERVICE DESK??[/warning]

 

Why is the Service Desk not included and seen to be at the centre of these discussions? Are we not guilty of recreating the old IT problem of overlooking/bypassing/patronising this operation and the associated industry around it, when it is to me fundamental and central to all of these discussions? Consider:

 

  • Service desks are part of the IT ‘supply chain’ which includes engagement, development, design and transition, but we all constantly complain about how new services don’t get properly handed over and given early life support – yet we don’t see much discussion around the importance of involving service desks in these debates. Service desk is almost seen like a separate industry, compared to ITSM, when in fact it’s at the centre of what we do.  We spend a lot of time talking about agility and efficiency of development – yet the handover and release/introduction part of our lifecycle is rarely mentioned.
  • Service desks are at the forefront of delivery and customer experience – effectively that’s what they do manage the perception of the whole IT organisation. Of course nowadays we are talking more around touch-points where people interact with portals and logging and knowledge systems as well as their actual interaction with tools, but this is now in the domain of the service desk. Certainly the human communications factor has been the central core of service desk for many years – maybe just not noticed or fully appreciated by the rest of the industry.
  • Service desk already has a strong community – or communities – based mostly around the SDI / HDI organisations, (plus some other local country-based groups), which also have robust and proven standards, accreditation and practical training and research frameworks. I don’t know why these organisations don’t get invited more to the table when discussing the way forward and big issues – like the service desk in the IT department, it seems to be an afterthought…

[notice]OK I might have an interest here, as SDI are a long term partner of mine, and I’ve got good connections with HDI folks too. However as I also move and work in other ‘ITSM’ circles I can plainly see that the Service Desk perspective and input is often not taken into account – at all levels.[/notice]

Maybe this is a marketing and message issue – both SDI and HDI are very good at marketing to their own captive and well-defined target audiences – maybe their messages just doesn’t get out to the wider IT and ITSM community. I do regularly find myself explaining the history, status and capability (standards etc.) of these organisations to experienced, capable and knowledgeable people in the wider ITSM ‘community’  who just weren’t aware…

Of course I completely get the whole point that ‘service’ is a wider concept and that technology design and development are huge parts of the delivery process. We need to improve our customer engagement and how we turn that into useable technology that our customers want. All of that requires a significant set of disciplines and skills that are beyond the reach of most service desk teams and people.

The point here is however that the role and early engagement of service desk/front line support is absolutely critical to the customer experience and perception of the wider service provider, not just the individual service or piece of technology, so it must be seen as critical to success.

Certainly the traditional ‘break/fix’ role of the service desk is changing and declining – however there are many new areas of human interaction and support that are needed and  service desks that will survive need to keep up with those.

Moving beyond the deserted rooms I mentioned earlier, I have recently also visited and worked with some really excellent service desk operations and guess what? – in these places the service desk is valued and supported by its management, yes, but also this is seen as a vital part of the business as a whole.

So, the other ‘loftier’ aspects of service management actually work and work well in these places where the service desk is far from deserted and abandoned – rather where it is celebrated, respected and admired. 

So actually to get ITSM or ITSSM working, we need to put the service desk at the centre of our thoughts and make it an aspirational and highly professional centrepiece for our frameworks, meta-models and customer experience ideals.

 

Let’s also keep a focus on what is already out there and useful and valuable and worth engaging with – if we are serious about ‘customer experience’ then we need to get involved with the people who know how to manage it…

 

service desk triangle

 

Do you agree?

The real value of IT? Better get moving…!

Value value value value, business value, business outcomes, moments of truth, key metrics, IT value, commercial and operational value, business value, value….value.  In case you hadn’t noticed…?!

When we in the IT industry aren’t ranting about the death of IT, ITIL, ITSM, Email, Service Desk and all that, we are still banging on and on constantly about value – and the need to deliver and demonstrate it. I’m a major offender here, having started using the V word and the ‘demonstrating value’ line really since the mid 90s. (I recently found a whole pile of stuff in my loft from 1997 which I could practically use today…)

I have a friend and colleague who has been ribbing me about my use of those terms for some time now – I point him now to the explosion of content on this subject like someone who has followed a band through their wilderness days and now they’ve gone global and I don’t wan’t to know them… :-)

However to me it’s quite a simple concept – IT value is what is derived by customers and the business via the technology. So this will vary by organisation from the need to meet compliance or legal requirements, to getting products quickly to market, or to delivering commerical efficiency and profit.

In order to be able to achieve this and measure it in some way, we need to be able to separate out the commodity aspects of technology, from the business-specific aspects. (The commodity services should be delivered in the most cost effective way, whilst the value added services may need more focus on speed, business knowledge, risk reduction etc.)

[important]This is why in a service catalog we try to define (1) ‘Standard’ or ‘core’ IT Commodity Services – like PCs, mobile, comms, email etc  and (2) ‘Business’ Services which either support internal users with their key functions or external customers with organisational-specific technology and services.[/important]

Value isn’t just about the financial aspects but this should be identified wherever possible. However the real nature of IT value is what it is that makes (particularly an internally retained) IT organisation special and speciifc to its customers, in terms of what it delivers and how it delivers it. So an internal or external IT organisation should be able to focus and demonstrate the value that they deliver to their business/organisation via their business and service knowledge and understanding.

In other words – it’s what retained IT organisations should have been doing for years – i.e. working for the companies or organisations that pay their salaries – not just ‘working in IT’… and measuring their delivery in business terms.

If they can’t do that – ie differentiate themselves and demonstrate this – then they are not adding value and therefore open to serious competition – and the risk of extinction.

So it really is: identify value – or become irrelevant quickly. And if you don’t know what that value is… [Tweet This]

[warning]Better get moving[/warning]

 

 

 

 

 

What is your defintion of IT value? – how do you define this for your organisation and customers?

 

 

www.itsmgoodness.com

 

 

 

 

Service Desk Triangle – can you see it from my (SDM) angle?

One thing that strikes a chord with many of my clients is a simple concept that I’ve used for some time, although only recently defined more explicitly. This centres around the role of the Service Desk Manager (SDM), which for me is still the pivotal role in ITSM. I act as a mentor for this role with some clients and help them to put theory into practice for success in the job.

The idea is around the communications and stakeholder ‘juggling act’ that the SDM has to carry out daily – I call this the Service Desk Triangle. This refers to the 3-way pull on the SDM that can potentially result in them disappearing without a trace – i.e. like into the ‘Bermuda triangle’…

service desk triangle

 

Basically there are 3 very distinct stakeholder groups that they have to manage and keep happy and on-side, namely:

1 The Service Desk team – who need specific management and TLC, as they operate in a front-line service role with specific time demands and a daily dose of negative interactions. These people need a mixture of clear and structured management with supportive staff coaching and support, to keep motivated and maintain quality.

2 Customers – who obviously have a different set of expectations and requirements which need to be met and managed professionally and effectively, as the service desk is the ‘shop front’ for the whole of the IT organisation.

3 The rest of the IT organisation – i.e. part of the service desk’s team, but often its biggest problem area. Successful and integrated service delivery requires seamless teamwork across IT teams in support of the service desk and its customers, but this doesn’t always happen…!

The SDM needs to build effective relationships and get agreement from their colleagues across IT to make service an effective ‘supply chain’. So they have to be parent, coach, service provider, diplomat and negotiator, to name but a few roles, as well as of course marketer, salesperson, tough manager, mentor, analyst and master of ceremonies…!

I know from experience how tough it is when all three of these areas are out of sync and bearing down on the beleaguered SDM. On the other hand it’s very rewarding when the juggling is working and all three stakeholder groups are content.

It is a good practical approach if the SDM does some analysis and ‘stakeholder mapping’ to keep tabs on what each area’s requirements, issues, preferences and idiosyncrasies are – this can help by providing an ongoing pain and/or satisfaction barometer for the SDM to monitor and act on accordingly. The SDM also needs to have a deep portfolio of communications and influencing skills to be able to understand and satisfy each different agenda.

 

So, if you are engaged in some way with the Service Desk from the outside, it does no harm to consider the SDM’s daily challenge, keeping disparate sets of people and teams happy simultaneously – give it some thought, put yourself in their shoes for a while and ‘see it from their angle’… 

Maybe also if you do this you could see and act on ways to make the triangle a bit less of a challenge for the SDM? What do you think?

Service Catalog – real life secrets of success


 Last week I visited a client for a follow –up review. I’ve helped them to develop and implement SLM and a service catalog over the last 8 months or so.

iStock_000001643678Medium

It was a very positive discussion as they had moved from having nothing in this area to having a pretty sophisticated Catalog in place for all their services and with all their internal department customers. The customers liked the new simple ‘traffic light’ reporting format, based on their needs, the CIO was happy as he was now getting valuable service and cost based information to discuss at C-Level, plus the IT support and technical teams also liked it as they were now developing some really useful supporting documentation in one place.  On my way in I met the Development Manager who said that this had been a very positive initiative and given him and his team some valuable content and ideas…

I could go on… (it’s OK I won’t..!). However it was great to see the benefits and results of the project – particularly since this really was an advisory piece of work on my part, so the effort, input and creativity had come from the organisation and individuals themselves. They had built their catalog based on their business and their customer’s requirements.

So, job done – we are now talking about a case study and how this project’s success can be communicated out. For now I thought it would be a useful learning point to reflect on and share the key things that made it a success:

  • From day one this project was driven as a requirement by the CIO – he wanted to do this and had clear reasons for doing so – i.e.  to develop meaningful  service-based reporting, to build the service Catalog so that he could then look at how to sensibly present the business value of what IT does. However he had clear requirements from this and these were passed down to his staff to action as a key objective. This does make such a difference…
  • The IT team took a little time to really embrace (1) the mechanics of SLM and (2) the potential value. The mechanics were fairly easy to explain and work through in a 1 day workshop. It took a good few weeks and months longer for each team member to see what the value was for them. The Project Manager (also the Service Desk Manager) was initially unsure and said he understood the concept but couldn’t see the value. His epiphany came when we drew up a ‘traffic light’ report on 1 page for all services – he could then see how the information that he was compiling would go towards building this and also making it credible. He also did most of the customer meetings and said he’s learned a whole lot of new things about how the business works.
  • We defined the overall structure of services in the initial workshop. We then spent a good amount of time defining what each service was and how this would be reported on. So each service ‘metrics’ would be comprised of a number of different components, each weighted appropriately for the service. We took a view on the relative importance for each service of availability, incident/request turnaround, customer feedback and the key measure (moment of truth) by which that service would be viewed by the customer.
  • This was all started and ended with customer discussions so that they could review and verify what had been agreed. Most of the customer changes were tweaks, with a few larger alterations, but in general it was a good reflection and the customers are now happy to get a simple compound picture of their service.
  • Once the structure and services were defined and documented, the technical teams were then asked to define their configurations that supported the services. In fact this proved to be one of the most useful and to me positive parts of this project, as there are now a number of really well put together maps and simple documents that explain how each service is comprised, with relationships etc. It’s a great DR tool, but it’s also a great source of helpful information for problem determination and root cause analysis – all in one place…
  • It’s not a huge organisation (global investment managers), so that definitely helped in terms of gaining access to the right people and being able to make decisions.
  • Finally as I mentioned the organisation did this themselves – they used external services in a guiding and mentoring role, with some initial ‘kick start’ activity. As a result the level of ownership and commitment to this working has been excellent. I do see the value of consulting as helping people and organisations to make positive change happen, rather than forcing it from the outside. Certainly in this case the desire came from the right place in the organisation and this really made it a success. I’m delighted for all those who have contributed however.

So, I hope there are a few pointers that you can use if you are considering an SLM or Service Catalog project yourself? I’d love to hear your thoughts and feedback on this. I think it must be done from within the organisation, using a good amount of customer liaison and feedback – all with a clear sense of purpose and end objectives. Do you agree?

You can also download a Service Catalog Route Map – people tell me they have found it really useful.

I’m looking forward to going back and reviewing how the reporting and financial modelling has made a difference…

Problem Management Success – Start Using Causal Closing Codes

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Many organisations struggle to make
Problem Management work effectively.

For me there are a number of reasons for this – many to do with getting the right people to do the right job.

One key area which is vital to develop for this is reporting, particularly to start to really identify underlying causes and trends – e.g. for incidents. If you close your incidents off against the initial (logging) categories that you’ve used to identify the incident, you may miss the reason why the incident actually happened. So closing against ‘software’ may be useless to you if the cause was actually a user or 3rd party error.

So it’s important and useful to use separate ‘closing’ categories or ‘causes’ for logging categories or impact etc. – these are different things.

Here is a suggested list of closing or ’cause’ codes to help you to identify trends and make some sense and provide MI around root cause etc.

Known/Standard Error

  • existing issue, fault or request known, with workaround to maintain service

Process Failure 

  • no relevant process
  • process not adequate
  • governance – process not followed

Resource Issue

  • Skill/knowledge issue
  • Availability issue

External Issue

  • 3rd party system issue
  • environment issue

User Issue

  • user error
  • training issue
  • Policy issue

Hardware Failure

  • xxx as required

Security issue

  • password reset
  • access issue

Systems Issue

  • networks
  • infrastructure
  • operating systems failure
  • xxx as required

Software Issue

  • design issue
  • build issue
  • test issue
  • service introduction issue

Contract/Commercial Issue
Information

  • technical information given
  • ‘how to ‘ question answered

Request or Order Fulfilled

Cause Unidentified

  • service resumed, cause unknown

(Optional to be used by limited SD people only) usually should be passed to problem management, but in some cases the cause is unknown. To be used with care and to avoid having ‘other’ as an option.

How effective is the reporting in your area of influence right now?

Are you already using causal closing codes?

Do they work for you and if so, which ones in particular?

Building a Brilliant (and Future-Proof) Service Desk

This webinar I gave earlier this month has since found its way into BrightTALK’s #TopAugustWebinar.

Looks like the topic struck a chord…

The session asks questions such as:

  • What makes a brilliant Service Desk today?
  • Will what is required change in a few years’ time?
  • How can we build in future-proofing to ensure that these operations remain relevant and effective?

What are your thoughts on this?

 

A BrightTALK Channel

Tips for ITSM Goodness

I presented a big list of little tips at the recent OVUM conference on ITSM in London:

Here’s the slides  OVUM presentation 20 tips

 

Plus Some additional short tips

  1. If you are going to do an ITSM project, clarify what it will deliver for your organisation
  2. Somehow the myth that ITIL  is a panacea still prevails – dispel it
  3. No matter what anyone says, you can’t just buy ‘ITIL’ / ITSM off the shelf + do it in a few weeks
  4. You can achieve a lot of small targeted incremental service improvements in 30 days
  5. Getting a system running quickly isn’t a new cure-all, ITSM goodness takes time
  6. If you need funds for ITSM then define what this will deliver in simple business terms (1 slide?)
  7. Don’t be too ambitious for your ITSM project in terms of cost savings – it’s hard to quantify
  8. You can define benefits in terms of service quality + risk reduction, as well as cost benefit
  9. The way you set up your ITSM project is as important as how you deliver it – objectives, outcomes, project – people, skills, realistic planning
  10. If you don’t have a clear definition of what you do in IT, how can you know if you’re doing a good job?
  11. ITIL training will help staff to learn ITSM + use the same language, but won’t change the organisation
  12. There’s a whole group of people who just need an ITSM overview session rather than a 3 day foundation course
  13. The tech guys just need to be told what to do + what’s in it for them, don’t ask them to define strategy + processes
  14. For your Service Catalogue think (internal) IT services like email + support, + (external) business services that do what the organisation does
  15. SLM, SLAs + Service Catalogue – all must be done with customers – otherwise it’s old IT arrogance
  16. Let’s move our IT organisation from providing systems to delivering Services
  17. IT is + should be part of the business not a separate (necessary evil) function
  18. Let’s not think of running IT ‘as’ a business but ‘like’ a business – + part of it
  19. It’s the (project) process that counts with SLM – i.e. talking/listening to your customers
  20. ‘We did SLAs before + no-one was interested’ – no wonder if they were IT-only driven
  21. If your SLA document is more than a couple of pages then it’s an SLD – service level disagreement
  22. Don’t write SLAs as if you are writing a legal document – keep it simple + avoid IT jargon
  23. Don’t bother trying to do CMDB unless you are really sure why + for what result
  24. If you must do CMDB then don’t give the project to a tech person
  25. CMDB – be clear on your criteria for defining + storing CIs
  26. Too many well-meaning CMDB projects have failed by trying to do too much – ‘boiling the ocean’
  27. Actually, the whole concept of a single CMDB/CMS is flawed + in reality doesn’t exist
  28. Metrics in isolation are dangerously misleading – its an eco-system which needs balance
  29. We need services/SLAs to give our metrics + KPIs relevance, otherwise we get what suits us in IT
  30. KPIs without balance + business context simply drive compliant behaviour – maybe at cost to the business
  31. Don’t think that anyone cares about blanket 99.9% ‘availability’ – 100% when it matters is what matters
  32. If you are going to talk about 1st/2nd/3rd levels of support, you need to define what these mean
  33. Generally it’s faster, cheaper + better for the customer if incidents are fixed at the first contact
  34. Change + release management really are ‘no-brainers’, although doing them with common sense is still rare.
  35. Problem management is more about ownership than just process – give the right person the job
  36. The Problem Manager is part analyst, part investigator, but mostly project manager completer-finisher
  37. In IT we like to build models, tools + processes rather than just managing people + issues
  38. ITIL is documented common sense, which is stilll a rare commodity. It also needs good management to make it successful
  39. Culture eats strategy for breakfast, lunch and dinner’

 

 

An Inspector’s Call…

1 year and counting since we started

In a few weeks it will be the regular SDITS show at Earls Court, London – certainly the ITSM industry’s biggest annual bash on this side of the pond. I’ve been going to this show since it started and it’s great to see the growth and sheer scale of the show develop over the last 20 years or so – this year also being the first under new owners Diversified Communications. The thing for me that makes SDITS successful and memorable is simply that it appeals to real ITSM practitioners – many of course from Service Desks, but it has also always attracted a much wider attendee grouping. SDITS is about tools and practice – getting on with stuff – and that, for most people with busy jobs to do, is what they need.

The return of the SDITS show is a reminder for me to mark 1 year since we began filming content for ITSMTV. We began by filming a number of interviews in a sauna-like room behind the VIP area at last years’ show.

In this past year we have recorded a large number of interviews and compiled features on a number of areas of interest in ITSM, from gamification to outsourcing, ITIL 2011 to IT’s image, social media to culture change – and all in between. In addition we’ve interviewed a large cross section of the ITSM industry’s glitterati – an ongoing process – with some great results and content. See Malcolm Fry, Stephen Mann, Sharon Taylor, Chris Dancy, Rob England, Richard Pharro, Tony Price and many more…

In addition, our recent new programme – the Service Desk Inspector – has significantly increased our viewing figures and elicited a fantastic set of comments and compliments from all areas of the industry. It has also attracted sponsorship, as well as enticing more organisations to apply to be ‘inspected’ on film. In this series I visit real organisations and carry out some consultancy for them, which is also filmed and turned into a series of ‘episodes’.

We have started with an SME-based IT Managed Services supplier (MIRUS IT) in Milton Keynes – who have been brave enough to open themselves up on camera and let the world into their corporate development, internal issues and service improvement process. The initial spotlight was on their management and focus as an organisation and now we’ve moved onto setting out some objectives for good management reporting, Service Desk development and training, as well as general problem management. At this stage I can say that we will leave MIRUS for a while after Episode 3 – in order to give them some time to effect changes and improvements – and we hope to return to them in June for a progress update.

We will also start filming with a new organisation in the next few weeks – this will be a larger organisation with a more traditional in-house IT department and all the associated problems of communications, process development, culture change etc.

So what is it about the Service Desk Inspector that has caught the attention? Basically there is real life in there, plus some human story-telling. But for me most of all it’s about the fact that the content is real and practical – it’s about what happens in a real company and its service and support department, plus how the success of this is down to the way the organisation as a whole is managed and led. Anyone in the industry watching this series can relate to the themes, issues and the things that are said and done in it, as it triggers thoughts around similar problems and events in their own experience.

As a learning resource ITSMTV will continue to deliver more and more practical and practitioner content, as well as being a great reference point for the whole industry. Like SDITS, ITSMTV exists to deliver real, practical value – yes we need theory, concepts, frameworks and new ideas, but really what people want is something that they can latch onto and use – now…

See you at SDITS.