Some years ago, I wrote about Tom Peters‘ Formula for Success, which hinges on doing two things; promising less than you can deliver, and delivering more than you have promised. I can’t foresee a future when this will not be true, however, I think it bears expanding on. Simply put, by telling the user what to expect, we not only set their expectations, we manage them too, particularly if the user’s expectations are wildly unrealistic.
To the front-line technician, the two most important ITIL processes are Incident and Service Request Management. These are the bread and butter of front-line work, and most tickets handled by a support desk will fall into one of these categories.
For many technicians, a critical incident will trigger something akin to an adrenaline response. With experience, this will give you focus and clarity of thought as the incident unfolds. However, the response can only be sustained for a limited amount of time, and once it is over, you will likely experience some tangible aftereffects.
Last week, we discussed urgency, impact and priority, as these things pertain to incidents in ITIL. As I mentioned, critical and high priority incidents are mercifully rare. When they do, inevitably, occur, it is imperative that we respond appropriately, and immediately.
It is part of the nature of IT service and support that you will, from time to time, be called upon to handle a high priority, high urgency incident. In most production systems these are mercifully rare, but it is still important that you understand how to identify them.
A while back, one of my fellow students questioned to what extent ITIL has been adopted outside of the UK. He cited a source, which claimed that the adoption was…