The ITSM Iron Triangle: Incidents, Changes and Problems

The ITSM Iron Triangle: Incidents, Changes and Problems (Pre-Order) (Soft Cover)
This innovative work of fiction demonstrates how ITIL® best practice can ensure the success of your IT process implementation projects.
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When your project is people-dependent, how do you get their buy-in?

Attitudes and behavior are the biggest barriers to making changes within organizations. IT process implementation is no different. How do you do it? What is the key? What are the pitfalls?

Meet Chris. Chris is assigned a seemingly impossible task – a problem that many previous project managers couldn’t fix. Will Chris go the way of previous project managers and be ‘given the opportunity to be more successful elsewhere’ – or will Chris deliver the objectives and impress company leadership?

 

Find the keys
For this project to be successful, Chris needs to change the way colleagues and superiors approach the problem. Learn from the successes – and mistakes – as you join in the search for workable solutions and attempts to bring colleagues and superiors on board.

 

Unlock the secrets
This innovative work of fiction demonstrates how ITIL® best practice can ensure the success of your IT process implementation projects. It is based on real-life, up-to-date situations and offers vital strategies to implement the most important aspects of ITIL into your business and to tailor them to your organization’s particular needs.
You will understand:
  • your colleagues and how to obtain their commitment to your objective
  • how to communicate your goals in a way that will enthuse others
  • how to build your own credibility
  • some of the pitfalls to avoid when dealing with leadership, peers and subordinates
  • how to encourage others across the organization to take ownership of aspects of the process
  • the difference between ‘knowledge’ and ‘solutions’
  • who your clients are and how to ensure they are happy
  • the importance of communicating the ‘Why’, as well as the ‘What’ and the ‘How’
  • the importance of measuring and communicating your successes!

 

About the author

Daniel McLean has worked in IT for more than 20 years, and for more than ten years has been designing, implementing and operating processes to support ITSM. His work focuses on bringing the best practices from the ITSM Standards into practical operational processes that are tailored to the needs of the particular organization. Daniel has developed and delivered customized ITIL courseware to a number of organizations and was a peer reviewer during the development of the ITIL 2007 v3 Service Strategy element of the ITIL framework. He holds many honors in IT and related areas.


This book will transform your ITIL management processes!


Order your copy of The ITSM Iron Triangle Today!!!

Author: Daniel McLean
Publisher: IT Governance Publishing
ISBN:9781849283175
Pages: 196
Format: Softcover
Launch Date: 5 January 2012
Availability: In Stock 

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1. Susan on 2/27/2012, said:

I love stories. Not just books, many of which contain great information, but stories with characters and plots that engage the reader at an emotional level. I assumed The ITSM Iron Triangle, by Daniel McLean, with a graphic of Incidents, Problems and Changes on the cover, would focus on the relationships between these three critical ITIL processes. But it turned out to be a thought-provoking story, full of illustrations of the real-world conversations, objections, politics and emotions that pose the greatest challenges to successful ITSM implementations. It focuses on the first and most critical factor in the People – Process – Technology concept, but in an illustrative rather than theoretical way through the eyes of Chris. Chris is a relatively new employee assigned a very visible task of reducing a fairly significant number of Sev 1 incidents, in the midst of politics, finger-pointing and inconsistent support from management. The concepts are simple and well-illustrated through his journey. For example, he uses a great analogy, likening Incident, Problem and Change Management to Firefighters, the Arson Squad, and Building Inspectors, respectively. Chris learns how important it is to share the vision in clear, simple terms to his management, as ITIL concepts can be complex and sometimes difficult to summarize for the executives who need to be convinced with limited exposure. This book would be ideal for practitioners who have completed their ITIL Foundation training and so are somewhat familiar with these three critical ITIL processes, and are ready to use this newfound knowledge in the real world. But even the experienced might benefit from the reminders highlighted at the end of each chapter in “Tips that would have helped Chris.” Although the main concepts, relationships and benefits of these three processes are repeated throughout the book, the focus is very much on the cultural aspect, which is only covered at a high level in most ITIL / ITSM publications. This is an extremely quick read, and one I found hard to put down. In fact, I read it once for the purposes of this review, then read it again to take notes and make an action plan to apply personally. I doubt many in the industry could read the book without recognizing key players or similar situations in their own experiences, although many were exaggerated for illustration purposes. Much of this is Corporate America Politics 101, but it’s not a bad reminder for those of us who get so engrossed in getting the “hard” stuff done that we forget the “soft” aspects can be even more critical.
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