A new publication is generating debate about what change managers need to know in order to be effective at doing what they’re supposed to do.
Commenting on the recently published change management body of knowledge (CMBoK) – entitled ‘The effective change manager’ (ISBN 9780992362409; price £57) – Melanie Franklin, Director of Agile Change Management, said: “Change Management is developing rapidly as a professional discipline. The publication of the CMBoK is generating wide debate about the scope of knowledge required by effective change managers and the depth of knowledge needed in various related disciplines. Continued…
ISO/IEC 20000-1, Service Management System Requirements, was published in April 2011. Aligned to this, the new editions of part 2 and 3 were published in 2012 and part 5 in 2013. A new part 10, concepts and terminology, was published on November 1st 2013. See previous blogs on the updated parts 1, 2, 3, 5 and 10.
Also published in late 2013 is a new standard ISO/IEC 90006 for the application of ISO 9001 to service management and its integration with ISO/IEC 20000-1.
The discipline of change management has become increasingly important as the pace of change – in both a work and society context – continues to gather pace. Change managers introduce or maintain change within their organizations and ensure it’s successful. This is a key argument for training people – especially managers – in the principles of change management and their practical application.
In addition to dealing with organizational change, change managers are now finding their profession undergoing significant change, with the publication of a body of knowledge for change management (CMBoK). The CMBoK is the product of work by the Australia-based Change Management Institute (CMI) and APMG. Continued…
As we gear up to the IA Practitioners’ Event in March and InfoSecurity in April, I thought it would be a good time to show you our film on our information assurance scheme. Our scheme is designed to give people working in information assurance the opportunity to prove their skills and knowledge. It’s not like our other certifications as there isn’t an exam to pass as such. Instead your existing qualifications, your job roles and the recommendations of your managers, along with interviews by our assessors, make up the credentialing. People who’ve gone through it find it really worthwhile and interesting as well. We’ll be at the events talking about the scheme, which we administer on behalf of CESG, so why not come and discuss whether you’ve got what it takes to make the grade.
Issue: Considering how much money is spent on Application Management – about a third of an enterprise’s total IT budget – it’s surprising how little information there seems to be about how they are broken down.
Guidance: The rules of thumb in this publication help you gain a better understanding of your own costs, and insight into improvement opportunities Continued…
I want to know where you stand. Are you part of the solution or part of the problem? The answer to this question is important philosophically, but it also has everything to do with your business success.
I guess I should clarify. I’m writing to the world of training and accrediting organizations that have anything to do with IT management, process improvement and governance – think ITIL ®, ITSM, COBIT ®, Project Management, etc. However, if you happen to be reading this and are a practitioner, you should pay attention too, because what I’m going to discuss can help you decide with whom you should be spending your training dollars.
I am currently working for a client with a prevalent command and control approach to change. This is understandable as the client is a military establishment and command and control is embedded into the fabric of the organisation.
It is an interesting conversation when discussing a project management approach to a change and the need to incorporate organisational change management within that project, to be asked “Why do we need organisational change – we are the military – just get someone senior to order everyone to do it”. Continued…
ISO/IEC 20000-1, Service Management System Requirements, was published in April 2011. Aligned to this, the new editions of part 2 and 3 were published in 2012. A new part 10, concepts and terminology, was published on November 1st 2013. See previous posts on the updated parts 1, 2, 3 and 10. Also published at the same time is a new standard ISO/IEC 90006 for the application of ISO 9001 to service management and its integration with ISO/IEC 20000-1. A future post will cover this new standard.
This post addresses the updated part 5 which was published on November 1st 2013.
What is Part 5?
ISO/IEC 20000-5 has the title Information technology — Service management, Part 5: Exemplar implementation plan for ISO/IEC 20000-1. Continued…
If not, I resolve to log all incidents. 100%. No exceptions. Even those that “take longer to log than resolve”. I resolve to do this because I know that if I don’t, these calls are like the dark matter in the universe – we know its out there but we can’t really measure it.
Not logging these calls has a number of unfortunate consequences.
Firstly, in any service desk calls per agent analysis, it makes the service desk look more expensive than it actually is while devaluating the contribution the desk makes– this can never be a good thing.
By not logging calls we are failing to learn from our experience and develop standard and consistent responses. Different agents may be taking different approaches to resolve the same incident and we would never know.
And, of course, important service improvement opportunities may be missed. Even those small, irritant type failures can become significant enough to warrant root cause analysis and correction when they reach a certain volume.
Finally, I also resolve, if there genuinely are calls that are taking longer to log than resolve, to bring this to the attention of the service desk manager or service management tools architect as it is almost certain that the call logging process for these smaller, repetitive incidents could be streamlined.
In many cases Reporting is an item that is left to the side after many projects. Not because it is unimportant, just the opposite, but quite often it is believed that it will handle itself in many cases. We might start out with the intention that our critical success factor is to reduce the number of incidents. This sounds like a pretty typical expectation. A few months go past and we have seen what our Service Management metrics look like. There is an upward trend in the numbers but nothing significant. This information is available to our IT stakeholders and this could be where the story ends in many IT organizations. Continued…
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