ITSM Processes - ITSM Process Repository. Incident Management Metrics - ITSM Process Repository. Skip to end of metadataGo to start of metadata Metrics should be defined, gathered and analyzed for each process to gauge the success of process implementation and to provide a basis for Continual Service Improvement. A metric is a standard measure and reported to help manage a process and to assess performance in a particular area. They are a foundation for assessing a process and the basis for any improvement.
Metrics need to be consistent and reliable. Metrics can provide a benchmark or baseline for comparison against data from other institutions, best practices or for measuring progress or improvement. Critical Success Factors (CSFs) represent something that must happen if a process is to succeed. A list of possible metrics for Incident Management are provided below. Total number of incidents (as a control measure) Breakdown of incidents by stage (logged, work in progress, closed, etc.) Checklist SLA OLA. ITIL Process: ITIL 2011 Service Design - Service Level Management Checklist Category: Templates ITIL 2011 - Service Design Source: Checklist "Service Level Agreement (SLA), Operational Level Agreement (OLA)" from the ITIL Process Map Overview This checklist serves as a template for a Service Level Agreement (SLA), and an Operational Level Agreement (OLA).
It covers two document types which use identical structures: Service Level Agreement (SLA) - an agreement between an IT service provider and a customer. The following statements on Service Level Agreements are therefore equally applicable to OLAs, with one important point to consider: When agreeing an SLA, the Service Provider acts as a provider of services to the business; in the case of an OLA, the agreement is between two parties within the service provider organization. The SLA document evolves from the Service Level Requirements during the Service Design process.
Service Level Agreement - Contents Service name Contract duration Glossary= Information Technology Infrastructure Library. ITIL (formerly known as the Information Technology Infrastructure Library) is a set of practices for IT service management (ITSM) that focuses on aligning IT services with the needs of business. In its current form (known as ITIL 2011 edition), ITIL is published as a series of five core volumes, each of which covers a different ITSM lifecycle stage.
Although ITIL underpins ISO/IEC 20000 (previously BS15000), the International Service Management Standard for IT service management, the two frameworks do have some differences. ITIL describes processes, procedures, tasks, and checklists which are not organization-specific, but can be applied by an organization for establishing integration with the organization's strategy, delivering value, and maintaining a minimum level of competency. It allows the organization to establish a baseline from which it can plan, implement, and measure. It is used to demonstrate compliance and to measure improvement. History The Five Volumes : Scrum Meeting -- Who are the Pigs and Chickens. Scrum is an iterative framework to help teams manage and progress through a complex project. It is most commonly used in Software Development by teams that implement the Agile Software Development methodology. However it is not limited to those groups. Even if your team does not implement Agile Software Development, you cans till benefit from holding regular scrums with your teams.
An effective scrum is comprised of several different roles. This cartoon illustrates two potential business partners, the chicken and the pig. Scrum participants fall into the same two categories. Pig Roles Actual Team Members. Chicken Roles Managers. Why are the roles important The chicken and pig roles are vital to scrum because it dictates who in the scrum should be an active participant Chickens should not be active participants in a scrum meeting. The Noguchi Filing System Keeps Paper Documents Organized On Its Own. Email Is For Setting Expectations. Unread—or read but not replied to—email takes a toll on your happiness and productivity at work. It’s hard to stay focused on your important long-term goals as the emails pile up, and you know in the back of your mind that you’ll have to get to them “one of these days.” This is particularly true if you work in an environment where there is an expectation that you will reply to email in a timely manner while still getting creative projects done.
On the surface, it seems like you have a no-win choice to make. You can either spend the entire day responding to other people’s priorities and getting none of your own completed, or you can get your own projects done and make others frustrated because they haven’t heard from you. If you often fall into the latter category, a natural temptation is to further avoid communication when people get annoyed at you and work even harder.
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