InvGate Blog

Who knew that there are so many situations in IT service management (ITSM) where – for whatever reason – it’s easy for people and organizations to think that something is different from the reality. It might be that something is considered too hard to do or that something simply doesn’t need to be done (because something else is being done). After writing a first blog on the topic, we decided that there was a need for at least two more blogs outlining some of the common misguided ITSM expectations. Here’s the second. And this is the third blog, where we take our growing list up to nine examples of where people’s assumptions or expectations are different to the reality.  

Topics: ITSM

In writing our first blog that looked at three commonly-held incorrect assumptions and IT service management (ITSM) expectations gaps, we realized that there are many more situations where – for whatever reason – it’s easy for people and organizations to think that something is different to the reality. Maybe that something is too hard to do or that something simply doesn’t need to be done. Hence, we decided to write two more blogs on the topic, with this blog looking at three additional misguided ITSM expectations.

Topics: ITSM

So, here’s the thing – we’ve all come across IT service management (ITSM) “own goals” in our careers. For instance, a new ITSM tool that cost way too much but was no better than the one before it. Or a revised process that was meant to make things leaner but instead complicated things to kingdom come. Or expensive ITSM consultancy that just didn’t deliver the expected benefits. These are all examples of where our expectations weren’t met, and they aren’t the only instances where there can be a significant gap between our expectations and reality. Sometimes these are bad things – like in the above examples – where the desired reality never appears. But sometimes there can be occasions where the reverse is true. For instance, where we don’t do something because it’s too hard, but we could have accomplished it with the right knowledge and focus. This blog looks at three commonly-held incorrect assumptions and ITSM expectations gaps. Hopefully, you’ll find them helpful.

Topics: ITSM

Building a new IT service management (ITSM) workflow in your ITSM tool is a really exciting step. Stay with us here – it’s about seeing your optimized process all mapped out and ready to come to life! What’s not to love? Workflow automation saves time, money, and effort, allowing your IT support teams, in particular, to focus on the day job of helping people. Here are eight tips for making sure your new workflow delivers value as well as four common workflow-building pitfalls to avoid.

Topics: ITSM

Working in IT is amazing! We get to save the world multiple times every day, play with sparkly new technology, and engage with our awesome end users (or customers). Sometimes though, we can get so caught up in doing what we think is the best thing to do, when actually we’ve gotten sidetracked or are missing out on the most effective way of restoring service. This blog looks at seven deadly sins of IT service management (ITSM) as well as how best to avoid or correct them.

Topics: ITSM, IT Service Desk, CAB, problem management, knowledge management

The change advisory board (CAB) can be one of the most important and useful meetings a service-oriented IT organization holds. It sets out a view of what’s happening to key services over the next week (or longer depending on its frequency and timeframe), confirms the impact to the business, reviews previous change activity, and looks at continual service improvement (CSI).

Topics: ITIL, ITSM, change management, IT Service Desk, CAB

With the creation of IT service management (ITSM) capabilities, you’ll find that role types are an important aspect to include; because, after all, you can’t get anything done without the right people (and with those right people knowing exactly what they should and shouldn’t be doing). To help, ITIL offers up a number of generic role types that are then applicable across its various ITSM processes (or capabilities) – where these are then specific, rather than generic, roles, i.e. the generic roles become specific when attached to a certain ITIL process such as incident management.

Topics: ITIL, ITSM, enterprise service management

So, you’re about to take your ITIL Foundation Certification exam and can’t wait to get the new qualification. However, if you’re like us, it might have been quite a while since you last took an exam, and you now feel a little apprehensive about proving that you know your stuff. Plus, even if this isn’t the case, you still might be thinking: How can I increase the probability that I’ll pass the exam? Perhaps even with flying colors.

Topics: ITIL, Help Desk, ITSM

Kanban has become a very popular work – or workflow – management tool, especially in the Lean, Agile, and DevOps worlds. It has also found its way into IT service management (ITSM) as a way of providing focus and insight into work jobs/tasks and flows. For example, in managing ticket queues, planned and unplanned tasks, or projects and improvement activities. As well as offering a visual overview of all of the work to hand, it also provides insight into the status of work items and offers motivation to people who can hopefully see their work progressing from left to right – from “to do” (or “to-be-started”) to “complete.” Plus, it allows management to better understand the relative workload levels, blockages, and the performance of both individuals and teams.

Topics: ITSM, DevOps, Kanban, Agile, Lean